UNHCR ORGANIZATIONAL STRUCTURE

UNHCR Organizational Structure - Chapter 2 of UNHCR ManualUNHCR Headquarters, Geneva
Table of Contents
The High Commissioner 8
The Assistant High Commissioner for Operations 11
The Assistant High Commissioner for Protection 14
The Executive Office and the Chef de Cabinet 16
3. Other Entities Reporting Directly to the High Commissioner 19
The Ethics Office 19
The Evaluation Service 21
The Governance Service 23
Office of the Director for Change Management 29
Special Envoy for the Central Mediterranean Situation 33
Special Envoy for the Horn of Africa 35
4. Entities Reporting Directly to the Deputy High Commissioner 39
Division of External Relations (DER) 39
Division of Financial and Administrative Management (DFAM) 47
Division of Human Resources (DHR) 54
Division of Information Systems and Telecommunications (DIST) 55
Enterprise Risk Management Unit (ERM) 59
Innovation Service 61
Organizational Development and Management Service (ODMS) 66
Office of the Ombudsman 68
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The Senior Advisor on Inclusion, Diversity and Gender Equity 69
Senior Coordinator on Prevention and Response to Sexual Exploitation and Abuse (SEA) & Sexual Harassment (SH) 71
Entities Reporting Directly to the Assistant High Commissioner for Protection73
Division of International Protection (DIP) 73
Division of Resilience and Solutions (DRS) 80
Office of the Director for the Global Refugee Forum 83
Special Advisor on Statelessness 84
5. Entities Reporting Directly to the Assistant High Commissioner for Operations 85
Division of Emergency, Security and Supply (DESS) 85
Division of Programme Support and Management (DPSM) 92
6. Regional Bureaux at Headquarters 96
Regional Bureau for Africa 101
Regional Refugee Coordinator (RRC) / Special Adviser for the South
Sudan Situation 103
Regional Refugee Coordinator (RRC) for the DRC Situation 104 Regional Bureau for the Americas 106
Regional Bureau for Asia and the Pacific 108
Regional Bureau for Europe 110
Regional Bureau for the Middle East & North Africa 112
Regional Refugee Coordinator for the Syria Situation 114
7. Committees, Boards, Councils & Other Governing Functions 115
Asset Management Boards (AMBs) 115
Assignments Committees (ACs) 119
Budget Committee (BC) 120
Overall ARAs – UNHCR Committees on Contracts 122
Corporate Partnerships Governing Board (CPGB) 126
The Independent Audit and Oversight Committee (IAOC) 128
Information and Communications Technology Governance Board (ICTGB) 130
Joint Advisory Committee (JAC) 132
Joint Review Board (JRB) 133
The Medical Service Board (MSB) 135
UNHCR Audit Service within the Office of Internal Oversight Services (OIOS)136
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Performance Management Rebuttal Board (PMRB) 139
Senior Assignment Committee (SAC) 140
Senior Management Committee (SMC) 141
Staff Management Consultative Council (SMCC) 143
Special Constraints Panel (SCP) 144
Staff Council 145
Security Steering Committee (SSC) 149
CHAPTER TWO
Introduction
In 1982, UNHCR issued an Operations Manual governing the organizational relationships within
UNHCR Headquarters and between Headquarters and the Field. The following year, the Operations
Manual was consolidated as a chapter in a new comprehensive UNHCR Manual, which provided
guidance and operating procedures for UNHCR staff, being called Chapter Two.
Since then, Chapter Two has been revised repeatedly to incorporate changes in organizational
structure, and set forth the relationship amongst entities in Headquarters and the Field, including an
understanding of respective accountabilities.
ODMS prepares and issues these updated versions with the direct input of senior management and
their teams, for each entity set forth within the document. ODMS is grateful for this collaboration.
Chapter Two was last updated by ODMS in late 2017. Since that time, a new Division has been created
(the Division for Resilience and Solutions) and a number of existing Divisions have been reshaped.
Today, UNHCR is in the midst of a period of substantial and potentially transformative change, including
with the emergence of the Comprehensive Refugee Response Framework and the forthcoming Global
Compact on Refugees. Inspired by the concerns of Representatives, the High Commissioner launched
a Headquarters Review process in late 2016, and appointed a Director for Change in early 2017. Under
the Director’s lead, UNHCR is now re-examining and re-designing fundamental concepts of
decentralization, regionalization, resource allocation and accountability, amongst others, in our
organization.
During periods of substantial change, effective communication is ever more important, especially in a
large organization with a workforce spread throughout the globe.
This update provides the best available information regarding the organizational structure of UNHCR as
of 1 July 2018. The next update of Chapter Two--or a successor document in another format--will no
doubt also be significantly different, reflecting changes now being discussed and considered.
The ODMS Team 19 July 2018
CHAPTER TWO
Organizational Structure and Accountability within UNHCR
UNHCR is formally known as the Office of the United Nations High Commissioner for Refugees: the
High Commissioner is ultimately accountable for the activities and achievements of UNHCR and all of
us within. The High Commissioner delegates accountabilities and related authorities along a combined
functional and geographical grid to the Deputy High Commissioner, the two Assistant High
Commissioners, and onward to Directors, Heads of Services, Regional and Country Representatives,
as well as each member of the UNHCR workforce. Ideally, this delegation is done through a minimum
of supervisory layers, with strong managerial and functional controls, to ensure that activities comply
with established policies and procedures and that resources are used to their best effect for refugees
and others of concern to UNHCR.
An effective system of accountability requires a culture of accountability underpinned by a shared
understanding of the concept. In UNHCR, the corporate definition of the term accountability is:
A commitment to deliver results for refugees and other persons of concern within a
framework of transparency, agreed feasibility, delegated authority and available resources.
This definition is anchored in our context: the dependency of populations of concern on international
protection and humanitarian action creates a power imbalance that requires UNHCR to put in place a
system of checks and balances. Simultaneously, UNHCR retains an obligation to stakeholders to
account for how we use the financial, political and material resources we receive as well as for the
professional and ethical conduct of our staff and funded partners.
Today, UNHCR's organizational structure embodies a combination of substantive, geographical and
functional Accountabilities, Responsibilities and Authorities (ARAs), which are currently mapped at three
basic levels:
ARAs for the global level for Headquarters entities, including Regional Bureaux and global
out-posted services;
ARAs at the country level for Country Offices.
Anchored in our corporate understanding of accountability as a comprehensive concept extending
broadly beyond any one document, there are a number of key elements necessary to maintain and
further strengthen effective accountability in UNHCR:
1) A precise definition of ARAs across organizational entities, specifically;
Accountabilities are the key results we aim to achieve;
Responsibilities are the processes we follow to achieve results; and
Authorities are the decisions we are allowed to make in executing our responsibilities
and in achieving our results.
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UNHCR | ODMS 1 July 2018 Edition 6
2) A given accountability must correspond to the adequate level of authority and vice versa: linked
to this, there must be a firm understanding of how authorities relate to the Global Strategic
Priorities and the Global Strategic Directions of the Organization;
3) An ensuing shared understanding and agreement on Terms of Reference among related entities
and staff, most prominently those in a supervisory relationship;
4) Shared working ethics, whereby accountability is a commitment to overcome obstacles and take
initiatives to achieve results, provided that resources and authorities are available and
proportionate to the stated accountability;
5) Transparency of relationships inherent to discharging ARAs, particularly, power relationships
within the Organization, towards partners and persons of concern;
6) Transparency towards donors and host states as well as other resource providers;
7) Effective delegation of authority and accountability throughout the seniority line; and
8) Empowerment and participation of persons of concern in defining operational objectives and
modalities as well as subsequent evaluation of impacts and results.
As noted in the Introduction, UNHCR is currently in the midst of a period of extraordinary change,
including re-examining our current concepts of organizational structure, accountability (including ARAs),
and processes. Information within this Chapter Two is current as of 1 July 2018, but substantial
segments are expected to change during the second half of 2018 and in 2019.
CHAPTER TWO
1. Headquarters (Headquarters and Out-Posted Services)
The main body of UNHCR's Headquarters is located in Geneva. Strategic and global policy formulation
is the prerogative of the High Commissioner, supported by the Deputy High Commissioner, the Assistant
High Commissioner for Operations, the Assistant High Commissioner for Protection and the Chef de
Cabinet.
The formulation of specific operational delivery policies and functional support is delegated to the
Directors of Regional Bureaux at Headquarters and Divisions. UNHCR senior management and the bulk
of support services to the Field are located in Geneva. However, a number of structures providing
substantive support and services to the Field have been out-posted, namely:
At the Budapest Global Service Centre (Budapest GSC):
From the Division of Emergency, Security and Supply (DESS): the Supply Management
Service (SMS);
From the Division of Financial and Administrative Management (DFAM): the Accounts and
Financial Service (AFS), parts of the Implementing Partnership Management Service
(IPMS), part of the Treasury and Cash Service and part of the Programme Budget Service
(PBS); and
From the Division of Human Resources (DHR): the Human Resources Staff Service (HRSS);
the Talent Outreach and Acquisition Section (TOAS), the Promotions Unit, the Post
Classification Unit, the Career Management Section (CMSS) and the Global Learning and
Development Centre (GLDC).
At the Copenhagen Global Service Center (Copenhagen GSC):
From the Division of External Relations (DER): the Private Sector Partnerships Service
(PSPS), the Digital Engagement Section (DES), parts of the Strategic Communications
Section and of the Events, Campaigns and Goodwill Ambassadors Section, and a small
presence of the Records and Archives Section (RAS);
From the Division of Programme Support and Management (DPSM): the Field Information
and Coordination Support Section (FICSS), the Identity Management and Registration
Section (IMRS) and the Digital Identity and PRIMES project; and
A small presence of the Legal Affairs Service (LAS).
In New York:
Executive Direction and Management (EDM): New York Liaison Office (NYO).
Ideally, our structure and presences at Headquarters and in each of the out-posted entities is determined
by the level of support required by our operations in the Field and the cost-effective location(s) to deliver
such support.
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2. Executive Direction and Management (EDM)
The High Commissioner
Elected by and reporting to the United Nations General Assembly, the High Commissioner performs
functions as described in UN General Assembly Resolution 428 (V) of 14 December 1950. The High
Commissioner directs the work of and administers the Office of the United Nations High Commissioner
for Refugees (the Office), which supports the High Commissioner in the full performance of the mandate.
The accountabilities, responsibilities and authorities of the High Commissioner are those of the Office.
The Deputy High Commissioner, the Assistant High Commissioner for Operations, the Assistant High
Commissioner for Protection, supported by the Chef de Cabinet, form the Senior Executive Team (SET).
Formerly known as the Troika, the SET is an advisory and consultative group created at the discretion
of the High Commissioner, encompassing the key pillars of protection, operations and management.
The primary purpose of the SET is to support decision-making by the High Commissioner based on
high-level political analysis and to strengthen the High Commissioner’s capacity to provide strategic
direction to the Organization.
Through the organizational structure and ARAs described in this Chapter Two, the High Commissioner
delegates responsibility and authority to senior managers in the Senior Management Committee,
including the SET members, and through them to other staff, including at field level. Senior managers
report, either directly to the High Commissioner or through the Deputy High Commissioner or respective
Assistant High Commissioner.
The High Commissioner supervises entities and functions of the Executive Office (EO), namely the
Deputy High Commissioner, the Assistant High Commissioner for Operations, the Assistant High
Commissioner for Protection, the Chef de Cabinet and their supporting staff, the Head of Governance
Service. In addition, the Office of the Inspector General, the Ethics Office, the Evaluation Service and
the New York Liaison Office report to the High Commissioner as well as the Director for Change
Management (including the Organizational Development and Management Service), the Special Envoy
for the Central Mediterranean Situation and the Special Envoy for the Horn of Africa.
The Executive Office, the Office of the Inspector General, the Ethics Office, the Evaluation Service, the
Governance Service, the New York Liaison Office, the Legal Affairs Service, the Office for the
Ombudsman, Enterprise Risk Management, the Innovation Service, Change Management (including
the Organizational Development and Management Service), the Special Envoy for the Central
Mediterranean Situation, the Special Envoy for the Horn of Africa, the Senior Coordinator on Sexual
Exploitation, Abuse and Sexual Harassment, the Special Advisor on Inclusion, Diversity and Gender as
well as the Special Advisor on Private Sector Partnerships comprise Executive Direction and
Management (EDM) within UNHCR.
The Deputy High Commissioner
The Deputy High Commissioner (DHC) is a statutory position, in conformity with the above-mentioned
General Assembly Resolution (Chapter III, Section 14). The DHC reports directly to the High
Commissioner, assisting in the discharge of the mandate and responsibilities of the High Commissioner.
The DHC acts, as Officer-in-Charge of UNHCR in the absence of the High Commissioner and is a
member of the Senior Management Committee as well as of the SET. In the absence of the High
Commissioner, the DHC represents the High Commissioner as required under protocol.
The DHC directly supervises the Director of the Division of External Relations, the Controller and
Director of the Division of Financial and Administrative Management, the Director of the Division of
Human Resources, the Director & Chief Information Officer of the Division of Information Systems and
Telecommunications, the Head of the Legal Affairs Service, the Ombudsman, the Chief Risk Officer, the
Head of UNHCR Innovation Service as well as the Senior Coordinator on Prevention and Response to
Sexual Exploitation and Abuse(SEA) & Sexual Harassment (SH), the Senior Advisor Inclusion, Diversity
and Gender Equity and the Special Advisor on Private Sector Partnerships.
Accountabilities
Strategies and priorities defined by the Divisions and Services under the direct purview of
the DHC are in line with the corporate vision of the Organization.
Appropriate polices are adopted and required processes and mechanisms put in place to
ensure the smooth functioning of the Organization, enabling it to carry out its mandate.
Regular reviews and evaluations of existing policies and processes are undertaken to ensure
improvements are introduced, including through modernization, innovation and
simplification.
A well-coordinated set of oversight mechanisms is in place to ensure accountability.
Committees and other bodies chaired by the DHC meet in compliance with their applicable
Terms of References and work efficiently and effectively towards achieving agreed goals.
The Organization's views are represented in the bilateral and multilateral fora where the DHC
is delegated to participate on behalf of the High Commissioner.
Decisions on assignments delegated by the High Commissioner conform with applicable UN
Regulations and Rules, and
Specific tasks assigned by the High Commissioner are successfully completed.
Responsibilities
Represent the High Commissioner to external parties including governments, the UN
system, international and intergovernmental organizations, non-governmental organizations
and other actors, and regularly participate at relevant multilateral and bilateral fora when
delegated by the High Commissioner;
Advise and assist the High Commissioner with particular focus on the areas of administration
and management, including human and financial resources management, oversight and
accountability, fundraising, communications, legal affairs, information technology, senior-
level assignments, structural reform, performance evaluation and innovation;
Ensure that SET discussions and decisions are informed by and reflected in the deliberations
of the Budget Committee, of which the DHC is the Chair;
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Endorse resource allocation within Headquarters;
Maintain regular dialogue with Directors and Heads of Services to provide guidance and
advice in identifying and implementing priority actions, including through regular review of
results against targets and goals;
Engage in policy development, especially in areas under the DHC's direct purview, and
advise the High Commissioner on policies as a member of the SET;
Ensure that work plans of the Divisions and Services, including internal restructuring
processes, are established and results monitored;
Maintain an overall understanding of the funding situation and expenditures of the
Organization;
Act as primary liaison with the Independent Audit and Oversight Committee (IAOC);
Chair the ICT Governance Board (ICTGB), the Budget Committee (BC) and the Partnership
Governing Board;
Chair the Emergency Task Force on SEA/SH and the Senior Management Group on IDGs;
Oversee a management evaluation system to review administrative decisions contested by
staff members;
Chair and participate in meetings of the Senior Assignments Committee (SAC); and
Review the recommendations of the Assignment Committee at Headquarters for decision.
Authorities
Decide on initiatives and actions for achieving the Divisions' and Services' priorities, and
resolve interdivisional differences when appropriate;
In case of absence of consensus reached by the Budget Committee, decide on the allocation
of resources in accordance with the Resource Allocation Framework (RAF);
Propose agenda points for the meetings of the SET, whenever relevant;
Conduct management evaluations; and
Decide on recommendations of the Assignments Committee regarding assignments in the
General Service, Field Service and National Professional categories and decide on senior
appointments jointly with other SET members in the context of the Senior Assignments
Committee.
The Assistant High Commissioner for Operations
The Assistant High Commissioner for Operations (AHC-O) reports directly to the High Commissioner,
overseeing UNHCR’s global operational activities through close collaboration with Divisions, Regional
Bureaux as well as country operations, with particular attention to emergency and other high priority
situations, important thematic subjects and crucial external relations dimensions.
Additional to being a member of the SET and the SMC, the AHC-O directly supervises the Directors of
the five Regional Bureaux at Headquarters, as well as the Directors of the Division of Emergency,
Security and Supply (DESS), the Division of Programme Support and Management (DPSM).
Accountabilities
UNHCR's regional and country operations are closely overseen to ensure due organizational
performance and the realization of established strategies and objectives.
Operational strategies and priorities defined by the Divisions and Bureaux under the direct
purview of the AHC-O are in line with the corporate vision of the Organization.
Work plans of the Divisions and Bureaux are established, performance duly overseen and
monitored and results demonstrated.
Policies and systems are in place to respond to refugee and IDP emergencies in a timely
and effective manner in line with the Organization's mandate.
Policies and systems for staff safety and security are in place, operational, and prioritized.
Committees and other bodies chaired by the AHC-O are convened in compliance with their
applicable Terms of Reference and work efficiently and effectively towards the achievement
of the goals for which they were established.
Divisions are ensured sufficient information, interaction, and access in order to facilitate their
ability to provide support to the Bureaux and field operations.
Relevant themes, vistas, initiatives or applications are pursued and institutionalized to ensure
or leverage UNHCR's mandated interests and comparative advantage.
UNHCR's position, mandated responsibilities and accountabilities, objectives and interests
are pursued and secured in UN and broader humanitarian inter-agency coordination
arrangements or initiatives.
The Organization's views are represented in those bilateral and multilateral fora where the
AHC-O is delegated to participate on behalf of the High Commissioner.
Decisions on assignments delegated by the High Commissioner within the context of the
SAC conform with applicable UN Regulations and Rules, and
Specific tasks assigned by the High Commissioner are successfully completed.
Responsibilities
Work closely with and maintain regular dialogue with Directors and provide guidance and
direction for effective, results-demonstrating and accountable oversight and management of
UNHCR operations, programmes, policies and priority themes and actions under their
respective responsibility;
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Facilitate and enhance communication, engagement and working interaction between the
Bureaux and Divisions to enhance the organization's operational delivery and realization of
policies, themes and initiatives;
Closely follow and overview key operational policies, themes, initiatives, systems and
processes and support the Bureaux and relevant Divisions to ensure their effective
implementation;
Maintain critical visibility, contact with and follow-up of field operations, operational
implementation, developments and issues including through missions and field visits;
Periodically review the achievement of results against set targets, acknowledge progress
demonstrated and recommend, direct or call for required adjustments or course corrections;
Maintain overall understanding of the Organization's funding situation and resource decision-
making and review with the High Commissioner the implications for operational priorities,
contingency preparedness, emergency response, effective programmatic implementation,
staff safety and security and the Organization's stakes in the inter-agency context;
Promote the allocation of resources to Bureaux and respective field operations to shore up
priority operational strategies, imperatives, objectives and targets;
Engage in the development, revision or updating of policies, tools, systems and enablers for
matters under the AHC-O's direct purview and engage with and advise the High
Commissioner accordingly;
Bureaux and Divisions to enhance the Organization's operational delivery and policies,
themes and initiatives;
Regularly attend relevant multilateral and bilateral fora in line with AHC-O's ARAs and as
otherwise delegated by the High Commissioner;
Serve as alternate chair of the SMC in case of absence of the High Commissioner and the
DHC;
Communicate to concerned parts of the Organization decisions or conclusions of the SET
relevant to operational delivery or other pertinent issues and monitor follow-up
implementation accordingly; and
Participate in meetings and work of the SET, Senior Management Committee (SMC), Senior
Assignments Committee (SAC) and other pertinent leadership mechanisms, initiatives or
events of the Organization.
Authorities
Decide, in consultation with Directors, and under the overall guidance of the High
Commissioner, on policies to be issued in areas under the AHC-O's purview;
Approve operational strategies and priorities across regions, including initiatives and actions
to be undertaken to meet the priorities of the Bureaux and Divisions under the AHC-O’s
purview;
behalf of the High Commissioner;
Approve immediate transfer of resources to declared emergencies of up to US$3 million from
the Operational Reserve;
Validate, as a member of the SET, submissions of conclusions to the High Commissioner in
the context of the Annual Programme Review;
Function as focal point to the SET for designated issues, including CBI, data, IDPs, as well
as relationships with WFP, with UNICEF and with NGO operational partners;
Review and endorse Budget Committee requests from Bureaux and Divisions under purview
based on operational content;
Decide, endorse and, when relevant, advise the High Commissioner on operational
directives to promote global staff safety and security in the context of programme criticality;
Propose agenda points for the meetings of the SET whenever relevant; and
Decide jointly with other SET members and within the context of the SAC on assignments
on senior appointments.
The Assistant High Commissioner for Protection
The Assistant High Commissioner for Protection (AHC-P) reports directly to the High Commissioner,
overseeing UNHCR's global protection and solutions activities. The AHC-P ensures that a protection
and solutions focus is instilled into all aspects of the work of UNHCR; provides oversight on the
development of protection and solutions policy, strategy, and legal standards; and high-level advocacy
on protection and solutions matters.
The AHC-P is a member of the Senior Executive Team and of the Senior Management Committee, and
directly supervises the Director of the Division of International Protection (DIP), the Director of the
Division of Resilience and Solutions (DRS), the Director for the Global Refugee Forum and Special
Advisors as designated by the High Commissioner. The AHC-P also provides functional supervision and
guidance, in particular to the Directors of the Regional Bureaux, on the operational protection and
solutions aspects of all UNHCR activities.
Accountabilities
UNHCR remains the global authoritative voice entrusted by the United Nations General
Assembly on international law and policies within the United Nations system for the
protection of and solutions for populations of concern.
The protection and solutions strategies and priorities defined by the Divisions and Bureaux
are in line with global protection and solutions priorities and the corporate vision of the
Organization.
UNHCR operations have the necessary guidance and tools on legal policy and operational
protection and solutions matters at their disposal.
UNHCR's legal and protection and solutions policies, standard and doctrines are of
consistent high quality and relevant to operations, as well as to governments, the judiciary
and other external stakeholders.
The Division of Resilience and Solutions and the Division of International Protection's work
plans are established under the AHC-P's supervision.
Committees and other bodies chaired by the AHC-P are convened in compliance with their
applicable Terms of Reference and work efficiently and effectively towards achieving the
goals for which they were established, and
The Organization's views are represented in bilateral, multilateral and inter-agency fora
where the AHC-P participates on behalf of the High Commissioner.
Responsibilities
Advise and assist the High Commissioner in formulating and interpreting policy and
strategies to realize UNHCR's protection and solutions mandate consistently and effectively
within a results-based framework;
Ensure that protection and solutions receive the necessary priority in overall policy
formulation, strategic planning and resource allocation of the Organization, and are
integrated into all aspects of operational management and delivery;
Maintain regular dialogue with Directors of Divisions and Bureaux to provide guidance and
advice on protection and solutions strategies and accompanying frameworks;
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Ensure Regional Bureaux at Headquarters and Field operations receive timely and sound
protection and solutions support and advice;
Undertake, in consultation with the Bureaux, selective reviews of regional refugee situations
with particular focus on promoting consistent implementation of protection and solutions
objectives within and across regions;
Direct the development of protection and solutions policy in UNHCR with emphasis on rights
and needs relating to gender, age, and diversity and the promotion of durable solutions for
persons of concern;
Direct the development of a clear management and accountability framework for the
performance of protection and solutions functions in the Field;
Pursue effective partnerships and strategic alliances in support of protection and solutions,
including within the United Nations system, with other international organizations, and with
non-governmental entities;
Represent the High Commissioner, as required, on protection and solutions matters in
multilateral and bilateral fora;
Serve as alternate chair to the SMC in case of absence of the High Commissioner and the
DHC;
Communicate on behalf of the High Commissioner conclusions reached in SET meetings
relevant to strategic guidance or a specific tasking to any part of the organization, and
monitor follow-up;
Participate in meetings of the SAC; and
Participate as a principal in various senior management bodies of the Organization.
Authorities
Approve, in consultation with the Director of DIP and Director of DRS, and under the overall
guidance of the High Commissioner, policies, standards, and tools to be issued in areas
under the purview of the AHC-P;
Approve, in consultation with relevant Directors, protection and solutions strategies and
priorities in country and regional situations;
Conclude, on behalf of UNHCR, global agreements (including Memoranda of Understanding)
related to protection and solutions;
Propose agenda points for the meetings of the Senior Executive Team as relevant; and
Decide recommendations jointly with other SET members and within the context of the SAC
on senior appointments.
The Executive Office and the Chef de Cabinet
The Chef de Cabinet reports directly to the High Commissioner. In addition to the most visible function
of protocol and diplomacy, the Chef de Cabinet manages staff and resources of the Executive Office as
its Director, and ensures coordination between the Executive Office and senior management and staff
within Executive Direction and Management.
Accountabilities
UNHCR has a well-managed Executive Office where management functions and activities
are carried out in the most effective manner, in line with pre-determined policy and
managerial directions, and in accordance with UN Staff Regulations and Rules.
The functions of Executive Office are at all times carried out smoothly and in full compliance
with standard UN diplomatic protocol and etiquette.
The delegation of responsibilities and authorities amongst the High Commissioner, the
Senior Executive Team and other senior management is respected, and
During the absence of the DHC and the two AHCs, continuation of UNHCR operations is
safeguarded in coordination with the Bureaux/Divisions.
Responsibilities
Directly manage staff, resources and the administrative coordination of services within the
Executive Office;
Work closely with the Executive Committee Chairperson and other members of the Executive
Committee;
Ensure effective collaboration and communication between the Executive Office and the
Office of the Secretary-General in New York and offices of the Under-Secretaries-General
for DPKO, OCHA and DPA as well as the Chefs de Cabinet of the Secretary-General and of
sister UN agencies;
Follow up on priority issues with ambassadors and other senior representatives of
governments or senior representatives of donor agencies on behalf of the High
Commissioner;
Arrange meetings and opportunities for the High Commissioner with various political leaders
and regional groupings that impact the High Commissioner's direction of the Organization;
Oversee the organization of SET meetings and manage its agenda, in consultation with the
High Commissioner;
Facilitate coordination among SET members in preparation of meetings, and maintain a
“forward agenda” of items that have not been concluded, or have been slated for a
subsequent follow-up discussion;
Prepare a note of key decision points, as an aide memoire to members of the SET;
Act as Secretary to the SMC and manage its agenda, in consultation with the High
Commissioner, and supported by a designated Secretariat;
Oversee the compilation of SMC minutes, their circulation to members, and publication of a
summary version on the intranet; and
Represent the High Commissioner internally and at external diplomatic events as required.
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Authorities
Decide on the priorities of the programme of the Executive Office and authorize expenditures
of the Executive Office within the approved budget;
Clear correspondence for and on behalf of the High Commissioner and sign on behalf of or
authorize use of signature of the High Commissioner as appropriate; and
As delegated, authorize on behalf of the DHC, AHC-O or AHC-P during their absence on
leave or mission and clear other correspondence to ensure efficient coordination within the
Bureaux and Divisions.
As earlier noted, the Executive Office, the Office of the Inspector General, the Ethics Office, the
Evaluation Service, the Governance Service, the New York Liaison Office, , the Legal Affairs Service,
the Office for the Ombudsman, Enterprise Risk Management, the Innovation Service, Change
Management (including the former Organizational Development and Management Service), the Task
Team on Comprehensive Refugee Response, the Special Advisor on Development, the Senior Advisor
on Internal Displacement and the Special Envoy for the Central Mediterranean Situation comprise
Executive Direction and Management (EDM) within UNHCR. EDM has its own comprehensive
ARAs, set forth as follows:
Overall ARAs-Executive Direction and Management
Accountabilities
UNHCR has a clearly articulated corporate vision, strategy, results framework and set of
priorities that guide its global operations.
UNHCR has regional strategies that are coherent and consistent with articulated corporate
vision and strategy.
UNHCR has policies, standards and doctrine that ensures protection for all populations of
concern.
UNHCR has operations designed to effectively prioritize and meet the needs of persons of
concern, and
UNHCR has sufficient political and financial support to discharge its obligations towards
persons of concern.
Responsibilities
Stay abreast of the challenges posed by the global political and cultural context, UN and
humanitarian reform and institutional developments in the area of forced displacement and
humanitarian operations and their implications for specific groups of persons of concern with
respect to gender, age, ethnicity or other background;
Craft and articulate a clear and consistent corporate vision and strategy for the Organization;
Manage a well-defined consultative process with regions and external partners for reviewing,
revising and validating the Organization's results framework and priorities;
Promote and monitor the use of methodologies for global assessment of the needs of all
persons of concern in the design of operations worldwide;
Consolidate and analyse in consultation with regions, strategies across regions to ensure
global coherence and consistency;
Maintain a global picture of UNHCR's overall performance and impact;
Directly engage at the highest level with states on protection issues and advocate for the
rights of refugees;
Lead the Organization's resource allocation process; and
Engage directly with donors and states at the highest levels for mobilization of financial and
political support.
Authorities
Approve and amend UNHCR’s vision, strategy, results framework and priorities;
Intervene on high-level protection issues;
Intervene on high-level opportunities for mobilization of political and financial support;
Enforce global compliance with UNHCR's procedures for early warning and preparedness
for emergency operations;
Declare an operational emergency; and
Approve regional and country operations plans and decide on other key resource allocation
issues as stipulated by the Resource Allocation Framework.
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3. Other Entities Reporting Directly to the High Commissioner
The Ethics Office
Reporting to the High Commissioner, the Ethics Office is mandated to promote the highest standards of
integrity and foster an organizational culture of respect, transparency and accountability to colleagues
as well as to its partners and stakeholders to ensure a work environment that upholds those values.
The Ethics Office advises and assists the High Commissioner in the development, dissemination and
promotion of ethics-related policies consistent with the values enshrined in the Charter of the United
Nations and provides confidential advice and guidance to colleagues and senior management on ethical
issues including conflicts of interest stemming from engagement in outside activities, relationships, gifts,
honours and awards. It raises awareness on ethical issues and promotes ethical culture and
accountability through Code of Conduct (CoC) sessions and training activities.
The Office administers the financial disclosure programme to assist colleagues in managing and
mitigating conflict of interest issues and implements the policy on Protection against Retaliation
(Whistleblower Policy) in accordance with the Secretary-General's Bulletin. Further to this, it is tasked
with leading and coordinating the global implementation of the policy on Protection from Sexual
Exploitation and Abuse (PSEA) and collaborates internally and externally with stakeholders and
grievance mechanisms as appropriate. It is a member of the Ethics Panel of the UN (EPUN) convened
and chaired by the UN Secretariat (UN Ethics Office) and participates in inter-agency fora and events
organized by ethics practitioners and professional networks worldwide.
The Ethics Office is guided by the principles of professionalism, integrity, transparency and respect for
diversity as well as by the universal principles of neutrality, impartiality and independence, which are
core values of the UN.
Overall ARAs–The Ethics Office
Accountabilities
UNHCR colleagues understand, observe and perform their functions consistent with the
highest standards of integrity required by the UN Charter, the UN Staff Regulations and
Rules, related administrative issuances and the Code of Conduct.
Responsibilities
Formulate, revise, issue and disseminate ethics-related policies, administrative instructions
and guidelines, particularly relating to the Financial Disclosure Programme (FDP) and
conflict of interest, protection from retaliation (UNHCR's Whistleblower Policy), Protection
from Sexual Exploitation and Abuse (PSEA), discrimination, harassment, sexual harassment
and abuse of authority, outside activities and employment, gifts, honors and awards,
collectively aimed at bringing a shift into UNHCR’s organizational culture and based on
Organization-wide dialogue on ethical and value-based decision-making;
Support functional units in incorporating ethical criteria into their practices and policies; and
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Research, maintain expertise and serve as UNHCR's resource-base on ethical questions.
Advice to management and staff
Advise the High Commissioner, UNHCR management and other colleagues to ensure
practical implementation of policies, procedures and practices relating to ethical standards
called for under the Charter of the United Nations, the Staff Rules and Regulations and
UNHCR's Code of Conduct;
Promote accurate understanding of ethical standards pertaining to employment and service
with UNHCR; and
Prevention, Training/Educating and Outreach
Sustain and reinforce a culture of ethics within UNHCR through appropriate orientation and
awareness, mandatory training and refresher courses on Code of Conduct, learning and
induction programmes;
Promote ethical standards by developing ethics training materials and resources and ensure
their dissemination among users, including through UNHCR’s network of trained Code of
Conduct facilitators;
support relating to ethical standards; and
Develop and implement a communication strategy promoting a culture of ethics that is
innovative and creative, including updates on the UNHCR Ethics intranet webpage.
Receiving complaints against retaliation
Receive complaints against retaliation and manage them in accordance with UNHCR's policy
against retaliation.
Financial Disclosure
Ensure implementation by UNHCR and staff members of the policy on Financial Disclosure.
Reporting
Provide issue-specific reports to the High Commissioner and the Secretary-General and
submit an annual report to the Ethics Panel of the UN and the High Commissioner.
Authorities
Review and draft policies, develop strategies, issue recommendations and advice on ethical
issues and standards;
Guide Senior Management,and other colleagues in expert reviews or ethics-related projects;
Represent UNHCR in inter-agency fora dealing with ethics issues, including as a member of
Ethics Panel of the UN and the UN Ethics Network of Multilateral Organizations; and
Represent the Organization in the inter-agency Task Team for PSEA and the Office of the
Special Coordinator on Prevention and Response to Sexual Exploitation and Abuse & Sexual
Harassment on improving UN response to sexual exploitation and abuse, lead and
coordinate the work of relevant units within UNHCR in effectively operationalizing and
implementing the Policy and report to the High Commissioner on related developments.
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The Evaluation Service
The Evaluation Service oversees implementation of the UNHCR Evaluation Policy
(UNHCR/HCP/2016/2 of October 2016), which sets out the overall framework for the evaluation function
in UNHCR, incorporates United Nations evaluation norms and standards, and introduces evaluation
quality assurance provisions. In addition, the Policy defines and introduces two levels of evaluation:
(i) Centralized, commissioned and managed by the Evaluation Service, focusing on
policies, strategies, themes of corporate significance at the global, strategic and
institutional level; and
Bureaux, Regional or Country Offices, primarily focusing on activities, themes,
operational areas at the country or regional level.
To support the independence and impartiality of evaluations, the Evaluation Service does not have direct
responsibility for management functions other than evaluation, and its staff therefore may attend
management committees or operational task forces in an observer capacity to keep abreast of important
policy, strategic and operational issues.
The Head of the Evaluation Service reports to the High Commissioner, prepares an annual work plan
that is placed in the public domain and submits annually a report to the Executive Committee.
The Service interacts closely with the SET and with Divisions, Regional Bureaux at Headquarters,
Regional and Country Offices as well as with donors and other stakeholders on evaluation matters. It
coordinates on a regular basis with the IGO and with OIOS and represents UNHCR’s Evaluation
activities to the Joint Inspection Unit, the Board of Auditors and the Independent Audit and Oversight
Committee. It serves as the focal point for UNHCR’s involvement with inter-agency evaluation-related
fora, such as the Interagency Humanitarian Evaluation, UN Evaluation Group and the Active Learning
Network for Accountability and Performance in Humanitarian Action (ALNAP), for relations with
evaluation societies, professional and academic institutions engaged in evaluations of forced
displacement programming, as well as for external stakeholders conducting an evaluation of UNHCR.
Overall ARAs–Evaluation Service
Accountability
UNHCR’s accountability to persons of concern, donors, and partners is reinforced, and
organizational learning enhanced, through an effective and quality evaluation function, based
on the key principles of independence, impartiality, credibility and utility.
Responsibilities
Prepare a work plan and budget for centralized evaluations in consultation with members of
the SET, other senior management, and other relevant stakeholders;
Commission and manage centralized evaluations with evidence-informed findings,
conclusions and recommendations that adhere to the principles of independence,
impartiality, credibility and utility, in line with the UNHCR Evaluation Policy;
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Ensure evaluations are conducted by independent and impartial consultants with the
appropriate expertise, experience and skills;
Promote and support the effective implementation of quality assurance at both the
centralized and decentralized evaluation levels;
Develop evaluation quality assurance guidance for UNHCR offices and colleagues;
In coordination with the GLDC and relevant Divisions, facilitate learning activities related to
the evaluation function;
Provide expertise, technical advice and support to Divisions, Regional Regional Bureaux at
Headquarters, Regional or Country Offices that commission and manage decentralized
evaluations;
Review prior to finalization, draft Terms of Reference, draft inception reports and draft reports
of decentralized evaluations and share comments and feedback with the UNHCR entity
commissioning the decentralized evaluation;
Pro-actively disseminate findings and recommendations of evaluation projects, and promote
follow-up, including the issuance of a timely management response and its implementation;
Keep abreast of key evaluations conducted by partners on issues or areas of interest to
UNHCR, and share findings with relevant entities in UNHCR;
Participate in various inter-agency evaluation-related fora, including inter-agency
management groups for inter-agency evaluations, and ensure that relevant UNHCR entities
at Headquarters and in the Field are informed of and involved as appropriate;
Prepare and present an annual report on evaluation in UNHCR to the Executive Committee;
Act as focal point for external evaluations of UNHCR programmes and policies, or in case
such evaluations focus on a specific function or entity, provide advice and support to the
UNHCR entity assuming the focal point role; and
Review articles submitted for publication in the “New Issues in Refugee Research” and,
where appropriate, encourage researchers in the academic and policy communities to
undertake research that is relevant and useful to UNHCR.
Authorities
Submit a work plan for Centralized Evaluations to the High Commissioner for approval;
Decide on the commissioning of centralized evaluations;
Approve final reports of centralized evaluations, publish evaluation reports on the UNHCR
website, and present key findings to the SET, other members of senior management and
other relevant colleagues;
Issue evaluation quality assurance standards;
Clear research papers for publication in the “New Issues in Refugee Research”;
Publish evaluation reports, reviews and research papers;
Enjoy behavioral independence and organizational independence;
Enjoy timely and unhindered access to relevant information relevant to the subject of the
evaluation; and
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The Governance Service
Under the overall guidance of the High Commissioner and the supervision of the Chef de Cabinet, the
Governance Service is responsible for maintaining an effective relationship between UNHCR’s
Executive Committee (ExCom) and UNHCR.
The Service interacts closely with the Senior Executive Team and with other Services, Divisions and
Regional Bureaux as well as with external stakeholders and manages all aspects of the work of ExCom,
including the annual ExCom session, Standing Committee meetings, informal consultations and
briefings, while keeping the ExCom Bureau engaged and abreast of important developments in UNHCR.
The Service also provides editorial and translation services and protocol advice for the documentation
of ExCom meetings, all other governance-related documentation and the High Commissioner’s
correspondence, including letters of accreditation.
Other statutory duties mandated by General Assembly resolutions and decisions by the Executive
Committee carried out by the Governance Service include:
(i) Drafting of the High Commissioner’s annual report to the General Assembly;
(ii) Coordinating and editing of the Secretary-General’s report on assistance to refugees,
internally displaced persons and returnees in Africa, and others;
(iii) In close consultation with New York Liaison Office and relevant Services, Divisions or
Bureaux, coordinating and/or supporting contributions to other General Assembly
mandated reports,
(iv) Supporting the ExCom Rapporteur during the ExCom Conclusions process, and
(v) Advising and assisting the facilitator for the negotiation process for the annual General
Assembly resolution on UNHCR (the ‘omnibus’ resolution).
The Governance Service undertakes non-statutory activities, including the organization of any large-
scale formal meeting called by UNHCR or the provision of conference services and advice for other
meetings. Such activities include:
(i) Supporting preparations overseen by the AHC-Protection for the Global Refugee Forums,
starting in 2019 and Senior Official meetings, held in between the Forums, usually in
December;
(ii) Supporting preparations for the High Commissioner’s Dialogue on Protection Challenges in
the years where there will be no Global Refugee Forum or Senior Officials’ meetings;
(iii) Providing secretariat and briefing services in relation to the ‘300K’ group of refugee-hosting
countries; and
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(iv) Organizing annual briefings to new representatives of diplomatic missions in Geneva on
UNHCR and its mandate.
Overall ARAs–Governance Service
Accountability
UNHCR’s overall accountability to persons of concern and States is reinforced through effective
planning and organization of governance-related meetings and documentation in support of
UNHCR’s objectives, and
ExCom can exercise its statutory functions of advising the High Commissioner and approving
the Office’s annual budget and subsequent supplementary budgets.
Responsibilities
Oversee the planning and organization of ExCom, Standing Committee and, when necessary, Informal Consultative Meetings, including the preparation of work programmes, Chairman’s briefs, the planning, control and finalization of documentation and the formulation of reports and draft decisions and conclusions, and ensure the efficient and productive organization of meetings;
Oversee on behalf of UNHCR negotiations concerning ExCom decisions and conclusions, and ensure that they properly reflect the consensus of the Committee while taking account of the concerns and interests of the Office;
Prepare statements for the Executive Committee Chairman, the High Commissioner and senior UNHCR officials as required and ensure that UNHCR’s policies and positions are accurately and coherently presented;
Organize field visits by the ExCom Chair, whenever required;
Maintain the UNHCR ExCom website, up-to-date lists of Ministers for Foreign Affairs and other senior government officials and the UNHCR Style Companion and correspondence guidance;
Oversee, upon request, preparations for international conferences and meetings called by the Office (e.g. Global Refugee Forum, High Commissioner's Dialogue on International Protection), and ensure that they are effectively organized in accordance with accepted international practice, protocol, and serve their purposes;
Oversee UNHCR’s participation in the Third Committee of the General Assembly, in particular the negotiation of resolutions of direct concern to UNHCR in order to ensure that the policy directives of the General Assembly safeguard the interests of the Office and of those of its concern;
Clear all correspondence drafted for the signature of the High Commissioner and other correspondence directed to senior government officials to ensure that it meets required standards in terms of content, protocol and presentation; and
Direct all other drafting and editorial activities of the Secretariat in English and French and ensure that the policies and programmes of the Office are properly reflected and that presentations meet the required United Nations standard.
Authorities
Establish, maintain and promote relations, at policy level, with all UN member States, in
particular those who are a member or observer of UNHCR's Executive Committee, to ensure UNHCR positions are properly understood and UNHCR is alerted to concerns of individual members and observers in relation to governance matters;
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Establish, maintain and promote relations, at policy level on governance-related issues, with other international and inter-governmental organizations and NGOs;
Liaise with the New York Liaison Office to facilitate the provision of proper and timely Headquarters inputs into UN Secretariat and General Assembly processes;
Coordinate internal preparations for governance-related meetings to support UNHCR’s objectives and maintain effective links with ExCom;
Edit and clear governance documentation, translating it from English to French whenever required;
Edit and clear the High Commissioner’ correspondence in English and French; Decide on correct terminology and appropriate style in English and French and promote their
consistent use; and Decide and advise on matters of protocol.
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New York Liaison Office (NYLO)
The New York Liaison Office (NYLO) forms part of the Executive Office of UNHCR. The Director reports
directly to the High Commissioner and represents UNHCR at United Nations Headquarters in New York
and as otherwise designated by the High Commissioner.
The NYLO represents the interests of all UNHCR operations and persons of concern world-wide in UN
Headquarters’ (HQ) based inter-governmental and bilateral processes. It also engages with external
stakeholders based in New York on UNHCR global operations and efforts.
Overall ARAs – New York Liaison Office
Accountabilities
UNHCR is perceived by UN and external actors in New York as the authoritative voice on
law and policy for refugees, IDPs and stateless persons.
UNHCR's operational interests and priorities effectively inform UN policy to enhance
protection, assistance and solutions for persons of concern across all three pillars of the UN
(peace and security, humanitarian, and development).
Strong partnerships exist between UNHCR and key New York-based UN stakeholders and
member States, and
UNHCR's reporting requirements to the GA, ECOSOC, and the UN Secretariat are ensured
through close coordination with DER/GPS at Headquarters.
Responsibilities
Strategic Direction
Enhance awareness within UNHCR HQ and field Offices of relevant UN HQ processes and
UN reforms efforts of importance to UNHCR. Ensure internal consultations on UNHCR
positions in matters where NYLO is the portfolio manager, and ensure these are fed into the
UN processes/reform efforts;
Provide reliable and timely support to relevant Divisions and Bureaus for input to General
Assembly annual sessions and work of the Third and Fifth Committees, including ACABQ,
CPC and Board of Auditors;
Liaise regularly with Security Council (SC) member states and attend relevant open SC
sessions to keep HQ abreast of the work of the SC of importance to UNHCR. Advise the
High Commissioner of agenda items which the High Commissioner may wish to address
directly or through delegation, and advocate with SC members for the inclusion of refugee
issues on the agenda of the SC where appropriate;
Provide reliable and timely support to relevant Divisions for input to the ECOSOC, including
its various segments (i.e. Operational Activities; Humanitarian Affairs; High-level Political
Forum) and Coordination and Management Meetings;
Participate and/or provide reliable and timely input into standing processes of the EOSG and
UN Secretariat including the Deputies and Executive Committees, the UN Sustainable
Development Group (UNSDG); Regional Monthly Reviews; and Inter-Agency Task Force
and Integrated Task Force meetings; and
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Engage regularly with the EOSG on matters pertaining to UNHCR’s mandate.
Protection
Engage with Member States and UN HQs on implementation of the Global Compact on
Refugees and the Global Compact on Migration.
Work closely with DIP, DRS and AHC-P on the development of positions related to the GCR
and GCM;
With relevant Bureaux and Divisions contribute and submit UNHCRs contributions to
relevant SG reports and those of his Special Representatives and Rapporteurs.
Provide timely inputs to the Security Council Agenda on Women, Peace and Security, the
Commission on the Status of Women; and
Work closely with the newly created Office of Counter-Terrorism, and its various Counter
Terrorism Inter-Agency Task Force (CTITF) Working Groups, as well as with the Counter
Terrorism Executive Directorate (CTED), which supports it.
Programme and Management
Actively engage in UNSDG to enhance its value to field operations, and to ensure that
refugees, stateless persons and others of concern are included in UN development guidance
and activities;
Be UNHCR’s focal point in relation to the work plan of the DSG’s Joint Steering Committee
on Advancing Humanitarian-Development Collaboration (JSC); and
Engage in UN reform efforts with operational impact and guide and coordinate UNHCR
contributions.
Inter-Agency
Strengthen and maintain constructive relations with key operational partners including
OCHA, UNICEF, WFP, UNDP, IOM and World Bank in New York; and
Engage regularly with relevant Departments of the Secretariat.
External Relations
Develop and strengthen networking with UN, NGO and mission counterparts; maximize
opportunities for partnerships for advocacy and representation in order to favorably influence
decision-makers on policy issues of concern to UNHCR;
Communicate and advance UNHCR's policies and corporate strategy when representing the
High Commissioner at inter-agency and intergovernmental discussions and negotiations in
New York; and
Manage and promote relations with UN-accredited media, by initiating and responding to
direct queries and engaging in interviews in coordination with the Communications and
Public Information Service in Headquarters.
Authorities
Represent the High Commissioner in UN Headquarters New York- based processes;
Represent UNHCR in UN inter-departmental/inter-agency fora and in exchanges with
permanent missions, UN-accredited media and NGOs;
Initiate internal consultations to articulate UNHCR positions on UN priority issues; and,
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Portfolio management in regard to EOSG. SC, UNSDG and the Joint Steering Committee to
Advance Humanitarian-Development Collaboration.
Office of the Director for Change Management
Following the May 2016 Global Representatives Meeting in Geneva, the High Commissioner initiated a
Headquarters Review to address concerns that Headquarters had become insufficiently responsive to
the needs of our operations in the Field and instead burdened field operations with numerous and poorly
coordinated top-down initiatives.
As a follow-up to the Rapid Organizational Assessment undertaken during the first phase of the
Headquarters Review, the High Commissioner appointed a Director of Change Management to oversee
a second phase of the Headquarters Review, including implementation of accepted recommendations
of the Rapid Organizational Assessment and the management of any additional change initiatives.
The Director for Change Management, supported by the Change Core Team, reports to the High
Commissioner, with regular coordination of on-going issues with the Deputy High Commissioner, and
interacting on a regular basis with members of the SET.
Overall ARAs–Director for Change Management
Accountabilities
UNHCR has a vision for the future, and
UNHCR has an articulated vision for change and a defined end state.
Responsibilities
Articulate and pursue a vision for the future of the Organization;
Establish a work plan for Change with clear priorities and clearly defined outcomes;
Define which service/function has the responsibility to follow up on the Change tracks
identified in the respective recommendations of the Rapid Organizational Assessment;
Establish clarity on additional work to be carried out beyond recommendations of the Rapid
Organizational Assessment; and
Work on cultural change aspects to reach greater collaboration and communication in the
Organization, overcome the "silo approach" default and define predictable decision making
processes.
Authorities
Establish and manage a Change Core Team to take the work plan forward;
Define the role of the Change Core Team with regard to different change themes and
initiatives; and
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Office of the Inspector General (IGO)
Revision pending with the IGO
Reporting directly to the High Commissioner, the Office of the Inspector General contributes to
comprehensive oversight functions within UNHCR by assessing the quality of UNHCR's management
and by helping to maintain an environment of integrity within the Organization.
The Inspector General provides independent advice and recommendations to the High Commissioner
and senior managers, notably on overall office policies, internal controls and management practices.
Mandated to act as an independent internal body, the IGO conducts inspections of field operations and
Headquarters units, including investigations of possible misconduct by UNHCR staff and any persons
or entities with a contractual link to UNHCR, as well as carrying out ad hoc inquiries into violent attacks
on UNHCR personnel and operations and other incidents causing major damage to UNHCR's integrity,
credibility or assets.
The IGO is part of Executive Direction and Management. It is headed by the Inspector General and
comprises a Front Office and two Services: the Strategic Oversight Service and the Investigation
Service.
Accountabilities
The management of UNHCR operations and Headquarters activities is effective and
consistent with UNHCR policies, administrative instructions and guidelines, and
UNHCR upholds an environment of integrity, with staff demonstrating the highest standards
of personal and professional conduct.
Responsibilities
UNHCR field operations and Headquarters activities;
Conduct impartial assessments of the management and impact of UNHCR operations and
activities, focusing on those internal and external factors deemed essential to the
achievement of agreed objectives;
Provide the Heads of Offices or Headquarters units inspected, and their respective Directors,
with recommendations for improving management, for taking corrective action and, where
necessary, providing an objective opinion on critical issues;
Identify recurring findings from IGO missions that need to be addressed institutionally;
Oversee the progress of compliance with recommendations formulated by IGO missions;
Convene, by chairing or otherwise leading, inquiry teams to conduct ad hoc inquiries into
incidents or situations of attack on UNHCR staff, operations or premises that cause fatalities,
serious injuries or large-scale damage involving major financial or material losses to UNHCR
or which pose a serious risk to the Office's mandated responsibilities, interests or operations;
Recommend policies to promote greater accountability in the Organization and identify areas
of management related vulnerability;
Submit findings to the High Commissioner on serious shortcomings in operations
management that need to be addressed institutionally, and propose corrective measures;
Receive referrals from the Ethics Office regarding incidents determined by the Ethics Office
as having grounds to suspect retaliation after an act of whistleblowing;
Keep the Executive Committee informed of the IGO's activities while preserving the
confidentiality of investigations, ad hoc inquiries and inspections;
Play a positive role in upholding an environment of integrity in UNHCR by maintaining the
highest standards of personal and professional conduct by UNHCR staff members;
Investigate possible misconduct involving any entity or person having a direct contractual
link with UNHCR, including staff members, affiliate workforce, and UNHCR funded project
personnel under agreements with third parties, in a timely and appropriate manner;
Undertake proactive investigations to prevent, detect and disrupt misconduct;
Inform the High Commissioner of the findings of investigations as well as of possible
misconduct of a serious nature and of any potential repercussions for the Office;
Monitor action by the Division of Human Resources regarding the findings of IGO
investigations;
Ensure the High Commissioner is fully informed of critical challenges, problems, and
deficiencies in delivering UNHCR's mandate; and
Keep the High Commissioner abreast of critical challenges, problems and deficiencies
identified by the IGO in the course of its work that may impact on the delivery of UNHCR's
mandate, and formulate recommendations for corrective action.
Authorities
Enjoy access without restriction to all persons engaged in activities under the authority of the
High Commissioner, all UNHCR premises and all records, reports, audits, reviews,
documents, papers, recommendations, communications and other materials and assets
under the ownership or control of UNHCR;
Initiate, conduct and decide upon ad hoc inquiries into incidents or situations of attack on
UNHCR staff, operations or premises which cause fatalities, serious injuries or large-scale
damage involving major financial or material losses to UNHCR or which pose a serious risk
to the Office's mandated responsibilities, interests or operations;
Require UNHCR staff members to respond to its requests for information and assistance;
Call upon senior managers of Regional Regional Bureaux at Headquarters, Field Offices or
Divisions to temporarily deploy staff members with relevant expertise not available within the
IGO to serve on inspection, investigation or ad hoc inquiry teams under authority of the
Inspector General;
Present investigation findings to the Director of the Division of Human Resources, when the
weight of evidence substantiates allegations;
Refer to the Office of Internal Oversight Services (OIOS) or to an external investigative expert
possible cases of misconduct implicating the High Commissioner and specified senior staff;
Refer to an external investigative expert possible cases of misconduct involving staff
members of UNHCR, in specified contexts;
Present inspection findings to the HC and to other members of senior management; and
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Present reports of the IGO’s work on an annual and ad hoc basis to the Executive
Committee.
Special Envoy for the Central Mediterranean Situation
In view of the political and strategic importance of the Central Mediterranean route for mixed migration
to Europe, making it a strong focus for the European Union and other stakeholders, and its cross-
regional nature, the High Commissioner decided in 2017 to temporarily appoint a Special Envoy for this
situation, effective 1 June 2017 and for a period of six months. This function was later extended by the
High Commissioner, currently to end December 2018.
Reporting to the High Commissioner and working with both Assistant High Commissioners in their
respective areas of responsibility, the Special Envoy coordinates and works closely with the Directors
of the Regional Bureaux for MENA, Europe and Africa, and with the Division of International Protection
to forge a strong overarching vision and coherent cross-regional engagement for the Central
Mediterranean situation, encompassing countries of origin, first asylum, transit and destination.
Overall ARAs–Special Envoy for the Central Mediterranean Situation
Accountabilities
UNHCR is committed to strengthening protection and achieving solutions for persons of
concern in the context of mixed migration, and
UNHCR has a clear role in working with origin, first asylum, transit and destination states
and other stakeholders to support and reinforce cross-regional strategies, approaches and
initiatives in the context of mixed migration.
Responsibilities
Support and reinforce cross-regional strategies, approaches and initiatives in line with
UNHCR Strategic Directions, and, where relevant, a CRRF approach;
Pursue close relations and high level inter-agency engagement and assist Country and
Regional Offices with the functioning of Mixed Migration Task Forces and Working Groups;
Support Regional Regional Bureaux at Headquarters, Regional Offices and Country Offices
in updating existing UNHCR operational, communications and resource mobilization
strategies and plans; and
to first asylum and transit states, enhancing protection and leveraging potential solutions.
Authorities
Support Regional Regional Bureaux at Headquarters and the Division of Resilience and
Solutions to achieve integrated policy and operational synergies building on existing Action
Plans and Initiatives;
Promote use of coordinated and common information management data sets to maximize
resource mobilization, shape protection advocacy and communicate strategically;
Represent UNHCR in relevant inter-regional fora, and initiate, when necessary, pertinent
situational, cross-border or regional meetings;
Collaborate with the Office of the relevant UN SRSGs (Libya/Mali), with the UNHCR Special
Envoy on the Somali refugee situation and relevant Regional Refugee Coordinators to
monitor and report on key developments of relevance to persons of concern to UNHCR; and
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In the context of these issues, pursue close relations and high-level inter-agency
engagement, in particular with IOM, UNICEF and the International Centre for Migration
Policy Development (ICMPD), and assist Country and Regional Offices to establish and
maintain effective Mixed Migration Task Forces and Working Groups.
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Special Envoy for the Horn of Africa
In March 2017, member states of the Inter-Governmental Authority for Development (IGAD)
paved the way for a regional application of the Comprehensive Refugee Response Framework
(CRRF) to the Somali refugee situation through the Nairobi Declaration and contained within
the New York Declaration on Refugee and Migrants. This pioneering initiative is a statement
of regional resolve to provide protection and pursue durable solutions for approximately one
million Somali refugees. The plan of action encompasses focused action on creating conditions
for voluntary return in Somalia; delivering durable solutions, whilst maintaining protection and
asylum space; promoting the self-reliance and inclusion of refugees in countries of asylum;
and strengthening sub-regional co-operation – with all these elements underpinned by
international co-operation and responsibility-sharing.
Recent developments in the Horn of Africa, including the rapprochement between Eritrea and
Ethiopia as well as other States in the region, have also raised the potential for progress
towards solutions to another protracted displacement crisis resulting from the Eritrea-Ethiopia
conflict crisis. This exceptional rapprochement is accompanied by what is perceived as
readiness for more openness inside Eritrea and towards the regional and the international
community at large.
The High Commissioner initially appointed a Special Envoy for the Somali refugee situation in
September 2016. In October 2018, the High Commissioner expanded the role of the Special
Envoy, to encompass responsibilities related to the imperatives and opportunities presented
by these new circumstances in Eritrea; by definition to include the support to the
implementation of a strategy to pursue solutions for Eritrean refugees and asylum seekers.
The Special Envoy for the Horn of Africa role is designed to ensure political leadership for the
translation of the global commitments at the regional and national levels. These commitments
cover the almost two million refugees and asylum seekers from the Horn of Africa.
Reporting directly to the High Commissioner and working closely with the Director of the
Regional Bureau for Africa, Country Representatives in the region, as well as relevant external
partners and stakeholders, the Special Envoy holds a unique political mandate to engage at
the highest level all stakeholders to maintain and strengthen the asylum space, find durable
solutions for the Somali and Eritrean population of concern and attract more predictable and
flexible funding to be able to respond to the needs of refugees, returnees and the host
community while assisting with reintegration efforts.
Overall ARAs–Special Envoy for the Horn of Africa
Accountability
UNHCR is facilitating to the utmost extent collaboration with key interlocutors in
order to advance the protection and attainment of durable solutions for the almost
CHAPTER TWO
two million Somali and Eritrean refugees and asylum seekers globally, while taking
into account 1.1 million internally displaced persons in Somalia.
Responsibilities
Support the identification and delivery of appropriate durable solutions to Somali
refugees in accordance with the implementation process of the IGAD Nairobi
Comprehensive Plan of Action for Durable Solutions for Somali Refugees (Nairobi
Plan of Action), in collaboration with IGAD and the core group (EU Commission,
World Bank, UNDP) which is the regional application of the Comprehensive Refugee
Response Plan for the Somali Refugee Situation.
Follow closely and take advantage of the positive developments in Eritrea and within
the region and the efforts for the reintegration of Eritrea within IGAD as well as other
appropriate initiatives so as to secure Eritrea's engagement and participation in the
IGAD Nairobi Declaration on Durable Solutions for Somali Refugees and
Reintegration of Returnees in Somalia and the attainment of its objectives within
Eritrea.
Advocate for the maintenance of the protection space in asylum countries and the
inclusion of refugees into national systems while supporting the voluntary return
process and sustainable reintegration in respective home countries.
Enhance coordination and harmonization to maintain a strong internal regional
coordination of the application of the CRRF in the IGAD region and the Horn of
Africa, to promote access to education and the socio-economic integration of
refugees.
Working in close liaison and coordination with the Africa, Europe and MENA
Bureaux, the Division of International Protection, the Special Envoy on the Central
Mediterranean Situation and the UNHCR Country Representations concerned,
follow, undertake, catalyze or support initiatives to contribute to the mitigation of the
crisis of Eritreans forced to move out of their country in search of asylum or
protection (including issues of national military service and conscientious objectors)
and/or create opportunities for solutions, including facilitating safe and sustainable
voluntary return of Eritreans.
Strengthen partnerships in line with the CRRF “whole of society” approach, to form
an effective and closer collaboration between diaspora, private sector, Somalia,
Ethiopian and Eritrean Government Institutions and civil society to work together in
the areas of national interests.
Undertake missions to mobilize resources from non-traditional donors, private
partners, especially in the Gulf State countries; to attract sustainable funding for the
Somali refugee situation.
Authorities
Advise the High Commissioner and other UNHCR senior managers on how best to
address the issues of concern affecting protection and identification of appropriate
solutions, with the aim of resolving the Horn of Africa refugee situation.
Participate and play a leading role in national, regional and international conferences
and events that advance protection and solutions for Somali and Eritrean asylum
seekers;
activities with a humanitarian context impact in Djibouti, Ethiopia, Eritrea, Kenya,
Uganda and Somalia;
Ensure understanding for the national/regional political issues which favour the
preservation of asylum and identification of solutions for Somali and Eritrean
refugees and asylum seekers within UNHCR;
Engage with pertinent regional institutions, particularly IGAD, the African Union,
European Union (EU), AMISOM, UNOSOM to advance the objectives outlined
above.
CHAPTER TWO
4. Entities Reporting Directly to the Deputy High Commissioner
Division of External Relations (DER)
Reporting to the Deputy High Commissioner, the Division of External Relations mobilizes public, political
and financial support so that UNHCR is best able to meet its global accountabilities to all persons of
concern.
DER manages UNHCR´s external communication, public and private donor relations and resource
mobilization, archives and records management while developing effective partnerships with UN
agencies and non-governmental organizations (NGOs), governments and corporate partners. DER
drives support for UNHCR´s role and accountabilities for humanitarian leadership and coordination and
engages with individuals to foster awareness, empathy and action among key audiences including
financial and political support. DER´s media outreach is an important tool for UNHCR’s advocacy and
communications activities.
Organizational Structure
The Office of the Director, based in Geneva, oversees and provides strategic guidance to the Division,
developing a cross-service integrated external relations approach. The Resource Management Unit,
within the Office of the Director, manages the Division’s resources, including staffing, programme and
administrative budgets. The Office of the Director guides and supports the services and sections in the
Division and ensures coordination with other Divisions, Services and Bureaux at the strategic level.
In addition to the Office of the Director, the Division of External Relations comprises four Services and
one Section. Heads of Services and Chiefs of Sections report directly to the Director, unless otherwise
noted.
The Donor Relations and Resource Mobilization Service (DRRM), based in Geneva, manages
relations with governmental, intergovernmental and UN donor bodies in matters pertaining to resource
mobilization and allocation, and provides guidance and support to field operations and Headquarters in
preparing funding appeals. DRRM seeks to provide donors with a clear understanding of the
Organization’s policies, programmes and resource requirements through consultations, briefings,
publications and field missions for donors. Furthermore, DRRM publishes the annual Global Appeal and
Global Report, manages the Global Focus website, and coordinates the preparation of supplementary
appeals and similar documents. It provides funding analysis for senior management, Regional Bureaux
and for field operations to support decision making on resource allocation. In addition, the Service is
responsible for inter-agency liaison and supports the development of Refugee Response Plans.
The Service comprises the following teams:
(i) The Governmental Donors Section collaborates with governmental donors and advises
colleagues on specific donor interests. There is a dedicated donor focal point for each donor
country and regional and thematic focal points within DRRM.
CHAPTER TWO
(ii) The Income Management and Funding Analysis Unit records, tracks and reports on voluntary
contributions, and provides analysis of donor funding trends and updates on global, regional
and country funding situations.
(iii) The Humanitarian Financing and Field Support Section supports field-based resource
mobilization from decentralized and/or pooled funding sources, transition, development and
other trust funds. The section is also responsible for inter-agency liaison and supports the
development of Refugee Response Plans as well as UNHCR’s participation in the inter-
agency Humanitarian Response Plans.
(iv) The Global Appeal and Reports Section consolidates, designs, and manages the production
of UNHCR’s main donor publications, including the Global Report, Global Appeal, Global
Focus website (http://reporting.unhcr.org), supplementary appeals and other publications.
(v) The Solutions and Development Funding Team provides advice on funding relationships with
regards to solutions and funding from development banks. This team is also the focal point
for funding matters related to the Comprehensive Refugee Response Framework (CRRF).
The Private Sector Partnerships Service (PSP) is responsible for maximising UNHCR’s engagement
with the private sector, in order to mobilise support and resources for the refugee cause, and raise funds
from corporate companies, foundations, high net worth individuals, and individual donors. PSP
strategically invests in fundraising opportunities and manages relationships with local/regional private
sector partners. PSP is Headquartered in Copenhagen, where personnel provide operational and
capacity building support to the network, managing large global accounts and leading on global
fundraising and marketing campaigns. The Service is composed of a fundraising network of five regional
managers covering MENA, Americas, Europe, Asia, Africa and managing national offices, and seven
national partners located in Australia, Germany, Japan, Spain, Sweden, USA and Argentina.
PSP is divided into fo

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UNHCR ORGANIZATIONAL STRUCTURE

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