PWB Chapter 5: Support Services

395.     The programme covers the financial services in support of FAO's Regular Programme and extrabudgetary operations. It included advising on financial and related policy issues; designing and managing the Organization's financial and cost accounting systems and procedures; maintaining the accounts; and preparing the financial statements of the Organization for certification by the External Auditor. The programme during 2004-05 involved financial management and accounting for about US$ 1.5 billion.

396.     At the beginning of the biennium Member Nations’ Regular Programme contributions were converted to a "split assessment" regime, which involves calling for funds in both euro and US dollar to match expected expenditure patterns. An extensive project to record and report assessments in the two currencies was successfully implemented⁴⁵.

397.     As part of the work on further strengthening the control environment, a significant volume of financial and accounting policy and procedural documentation was revised and published on the Finance Division Intranet site in order to communicate authoritative policy and procedural information to user groups both at headquarters and in decentralized offices.

398.     As a result of streamlining of procedures, significant improvements were achieved in processing times for invoices and payments. The increased quality of vendor master file data, made in order to conform to new international banking requirements, led to achievement of above market benchmark Straight Through Processing (STP) rates and lower bank charges.

Table 5.2.2: Financial Services (selected indicators)

399.     A large number of new information systems, new versions of existing systems, and changes to the supporting infrastructure were implemented and resulted in improved and more efficient processes and higher quality and more timely information for informed decision-making. Highlights include:

• Identification of solutions for the Document and Workflow Management requirements and their implementation.
• Management Information Reports, to provide an interim solution to senior management’s need for summarised information about FAO’s financial, budget, human resources, and programme situations, supplemented with key summary statistics on technical information.
• A major upgrade of the Oracle e-Business suite’s Oracle Financials functionality as a prelude to the implementation of the HRMS project in 2007 and the many changes required in other systems which interface with it.

400.     AFI actively participated in, and provided technical support to, the various Knowledge Management initiatives led by other divisions and various interdepartmental working parties, including changes to the FAO Internet and Intranet, and pilot activities in this dynamic area. The number of technical systems supporting the substantive work of the Organization increased by 17% during 2004-05. Furthermore, there was a significant increase in the volume of FAOSTAT data downloaded mainly thanks to a more performant and robust version of the operating software. Re-usable components and system frameworks were further developed in the key demand areas: mapping, statistics, content management and communities of practice. These frameworks facilitated closer collaboration with internal and external partners. In addition, there was a successful adoption of externally developed open source products particularly in the area of relational databases and search capabilities, and a number of field projects were provided with open source solutions (e.g. TADinfo⁴⁶ in Vietnam). Finally, in line with organizational directives, language coverage in information systems was expanded to the five official languages.

401.     Contributions were made to the UN Common System ICT Strategy, which was adopted by the HLCM and endorsed by the CEB. In accordance with that strategy, significant progress was made with standardising on industry-standard methodologies COBIT (for ICT governance), Prince2 (for project management) and ITIL (for service management). AFI was restructured to better fit this approach, with emphasis given to a structure and work plan to improve and streamline information technology governance within FAO. In this regard, a more effective and efficient governance framework was developed defining organizational structure, process and roles and responsibility to ensure that the Organization's IT investments are aligned and delivered in accordance with its strategies and objectives.

402.     In order to address information security concerns, FAO adopted the 4-stage ongoing process for managing information security as recommended by the HLCM in CEB/2002/5. The Organization initiated the first stage of this process, an information risk assessment funded from arrears. It is expected that the next three stages (policy development, implementation and monitoring) will be carried out during the course of 2006-07. Efforts to improve information security continued with information system access control activities, installation of software patches for existing information systems and including information security considerations in the development of new information systems. The Organization also continued its user education campaign to avoid unauthorised downloads from the Internet which cause virus problems and security concerns regarding copyright infringements.

403.     In order to reduce unit costs and maintain service levels with lower resource levels, AFI also established an Offshore Systems Development and Support Centre (OSDSC) in Bangkok, and based upon its initial success planned to expand this office from 12 staff at end 2005 to the full complement of 20 staff in 2006.

404.     During 2004-05, a number of WAN follow-on projects were executed. Phase One during 2004 provided connectivity to the FAO WAN for a further six FAO Representations, bringing the total number of offices on the WAN to 81. Phase Two provided WAN access via innovative Internet-based technologies for those offices where regulatory or technical obstacles prevented a standard WAN installation. Phase Three, a proposal to extend e-mail facilities to all staff in FAO Representations was approved by the Information Management and Technology Committee (IMTC) at the end of 2005.

405.     Information and communications technology (ICT) infrastructure was enhanced by upgrading Windows and Exchange software for headquarters, regional and subregional offices. The relocation and renovation of the Computer Centre was successfully executed funded from an arrears project, and a secondary Computer Centre created to provide enhanced business continuity planning capabilities. Support for open standards software was increased through the introduction of Linux as a standard operating system.

Table 5.2.3: Information Systems and Technology (selected indicators)

406.     The programme, carried out by the Human Resources Management Division (AFH), covers the development of human resources (HR) policies and procedures; management studies and job classification; position management and control; support to recruitment of staff; salaries and allowances administration; social security provisions; staff training; administration of appeals procedures and consultation with staff representative bodies; and overseeing and monitoring the administration and servicing of staff.

407.     Staff development and learning opportunities were provided for improving the skills of FAO staff based on a number of key cross-organizational strategies through three types of staff development and learning services:

• The in-house learning programme delivered a variety of programmes in the workplace including language, communication and IT skills. FAO staff orientation and retirement programmes were offered on a regular basis. New programmes for the biennium included management development and coaching, dealing with diversity, negotiation and conflict management and logical framework analysis.
• The external training programme increased activity in the pursuit of maintaining professional skills through access to developmental activities outside the Organization.
• Divisional learning and development service comprised the largest percentage of divisions’ allocation in the development of competencies of staff members in such areas as strategic planning, team-building and technical training in the context of their annual work programmes.

408.     FAO-specific competency frameworks for managerial and FAO Representative profiles, consistent with related UN system initiatives were developed and implemented. Emphasis was placed on using these frameworks to support human resources development with a view to integrate recruitment and performance management.

409.     Policies were formulated aimed at addressing the needs of the Organization and its changing workforce more effectively. A policy on paternity leave was developed and introduced to promote a more supportive work/family environment. Steps were taken to address the issue of limited applicants from under- and non-represented countries, including continued efforts to target Web sites in those countries for posting of FAO Vacancy Announcements. Other longer-term steps included improving networks within and outside the Organization.

410.     Timely advice was provided to line managers regarding work-related disputes, including through a new mediation procedure, with a view to resolving such disputes at an early stage and keeping the number of administrative appeals and grievances as low as possible.

411.     The HRMS project progressed toward rollout in late 2006. Current business processes and proposed improvements to HR processes were documented, major gaps between FAO requirements and Oracle standard functionality were identified and resolved, and the design and development phase initiated. System development activities being carried out at the OSDSC in Bangkok, achieved considerable savings in costs. Improvements in HR service delivery to derive maximum benefits from this new system were formulated based on a new Human Resources Management Model (HRMM) developed in the latter part of the biennium.

412.     The Organization was actively involved in promoting innovative HR policies through UN inter-agency bodies, including the ICSC, as well as Human Resources Network and the HLCM of the CEB. Policies reviewed under these bodies included inter-organization mobility; mobility, hardship, non-removal and assignment grant schemes; the criteria for the payment of hazard pay; and a framework for contractual arrangements in the organizations of the United Nations common system.

413.     FAO actively participated in the sessions of the United Nations Joint Staff Pension Board (UNJSPB) and its Standing Committee. AFH continued to provide social security benefits to the staff and initiated the regular competitive tendering process among international companies for the Staff Medical Insurance Plans.

414.     The Medical Service continued providing regular services and the preventative and curative activities introduced during the biennium, including opening a Walk-In-Clinic and extending physiotherapy services. Significant efforts were also addressed to training in first aid and emergency response in the field, and pandemic influenza preparedness.

Table 5.2.4: Human Resources Management Services (selected indicators)