Improving Efficiency in OAS Country Offices

Improving Efficiency in OAS Country Offices

Coordinating Office

Office of the Assistant Secretary General

Presented by Kevin M. Isaac May 8, 2006

Current Status of OAS Country Offices

Challenges Areas of Improvement

Next Steps

Introduction

OAS Country Offices (in member states) :28OAS Country Offices (in member states) :28

OAS Country Representatives:22OAS Country Representatives:22

OAS Country Offices without budgeted post of OAS Country Offices without budgeted post of

OAS Country Representatives:6OAS Country Representatives:6

Post of Administrative Technicians:28Post of Administrative Technicians:28

Post of Messenger/Driver/Clerk: 24 Post of Messenger/Driver/Clerk: 24

Post of Officers-in-charge:7Post of Officers-in-charge:7

Current Status OAS Country Offices staff:-74

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Management and Oversight

Productivity (input vs. output)

Under-utilization

Something must be done to change how OAS Country Offices operate, are viewed, managed and respond.

Challenges

Increased misapprehension among member states of OAS Country Offices

Further alienation of the OAS Country Offices Continued under-utilization of the OAS Country Offices and staff Diminished productivity and representation Cost-benefit disequilibrium Inadequate mechanisms for oversight Inadequate evaluation of activities in the field

Can the OAS Afford to maintain the status quo?

Cost of doing nothing

Clearer definition of Strategy and Mission of Offices Enhanced Management Oversight by Coordinating Office OAS Recruitment Practices for Country Offices Continuous and Relevant Training Rotation of OAS Country Representatives Strategic Use of Information Technology Creation and Monitoring of Management Database Enhanced collaboration between Coordinating Office and the CAAP,

SAF, DHR, OSG

Promoting Greater Efficiencies

Areas for Improvement

Conduct a comprehensive examination of the OAS Country Offices

Review real operational costs, quarterly expenditure, and budget allocation of each OAS Country Office by May 31, 2006

Create template for quarterly reports by July 15, 2006

Liaise with DHR to create a template for Performance Evaluation by July 21, 2006

Ensure all OAS Country Offices are Oracle-compliant by July 31, 2006

Next Steps

Realign roles and functions of OAS Country Representatives no later than August 31, 2006

Revise template for work plans to better reflect activities and mandates of OAS Country Offices by August 1, 2006

Seek input from the CAAP to meet staff levels of OAS Country Offices by August 31, 2006

Establish database of work plans and activities of all OAS Country Offices by October 1, 2006

Next Steps

Work with IT Office to install, update and standardize ICT programs to reduce telecommunication costs by 5-10% by September 30, 2006

Establish database of skills and expertise within the OAS Country Offices by October 31, 2006

Determine training needs of OAS Country Offices by October 30, 2006

Require each OAS Country Office to provide quarterly reports on their mandated activities

Next Steps

Invite Member States to suggest how they wish to interact in future with the Coordinating Office in relation to OAS Country Offices

Encourage Member States to share with the Coordinating Office any comments and suggestions on the strategic plan to “improve efficiencies” in the OAS Country Offices

Invite Member States, through the CAAP, to suggest dates for follow-up discussions with the Coordinating Office on the strategic plan for “improving efficiencies” within the OAS Country Offices

Next Steps

Next Steps Changing the debate

Encourage Member states, through the CAAP, to share with the Coordinating Office any proposals on “improving efficiencies” in the OAS Country Offices.

Increase collaboration between member states through the CAAP and the Coordinating Office to increase output, promote more effective management, functionality, greater efficiency and relevance of and within the OAS Country Offices.

Examine holistically OAS Country Offices to include other factors beside cost to the Regular Fund