MAKING PUBLIC BUDGETS BECOME

CONCRETE OUTCOMES

MESSAGE FROM OUR EXECUTIVE DIRECTOR .......................................................................................................................... 2

INTRODUCTION .................................................................................................................................................................................. 4

SERVICES TO MEET NEEDS .............................................................................................................................................................. 6

EXPERIENCES WITH ADDED VALUE .......................................................................................................................................... 10

Transparency on public administration and more efficient procurement 11Saving money on medication tenders and restoring public trust in Honduras 14Evaluation of public procurement systems in Jalisco 15More efficient construction processes 16Construction of the largest hospital in Nicaragua 18Immediate implementation of improvements to works management in Uruguay 19Impartial technical studies to reduce socio-environmental conflict 21Environmental management of mining in Argentina 23The ’Speaking God’: optimizing water use in Peru 23More resilient towns and territories 24Protecting communities from climate threats in El Salvador 26Monitoring aquifers in Costa Rica to minimize the consequences of drought 26Public procurement of strategic infrastructure 28Procurement of transport works supervision in Peru 29Modernization of San Salvador International Airport 29More dignified homes and communities 30Improving housing conditions in Colombia 31Rebuilding communities hit by the earthquake in Haiti 33Better access to public health services 36Helping to decentralize social security services in Guatemala 36Regional development associations 38South-South cooperation for new hospitals in Haiti 40Support from Mexico to develop infrastructure in Central America and the Caribbean 41Operational support 42Hiring staff for UNHCR and UNEP 43New home for the United Nations in Brazil 43Support for the state procurement agency in Uruguay 43

WHO WE ARE ...................................................................................................................................................................................... 44

WHERE WE WORK ............................................................................................................................................................................. 50

REFERENCES ........................................................................................................................................................................................ 54

CONTENTS

Cover photo: UNOPS/Claude-André NadonDate of Publication: July 2016 © UNOPS

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The year 2015 will long be seen as a decisive one for the world: perhaps the year that saved the planet. Global leaders, backed by the people they represent, managed to agree on a hugely ambitious sustainable development agenda and to set clear targets to limit global warming. This new path was summed up by the Secretary-General as ‘The road to dignity by 2030.’

We live in a community of seven billion people. We all aspire to a better world: peace, more education, best access to health, equal opportunities, the end of poverty, gender equality and more. The Sustainable Development Goals encourage us to hope and work together for the common good of our shared world.

The 2030 Agenda is a call to action that requires us to think and act differently. We cannot do it alone.

It is precisely this focus on action that makes UNOPS a valuable partner for Governments committed to development, transparency and high-quality services for their people. UNOPS helps to face challenges in every country where we work, using limited resources effectively, preventing corruption and ensuring that aid reaches those who need it most.

We turn public budgets into concrete outcomes.

To build the infrastructure needed to ensure a better future for people by 2030, we must start now. First, strengthening collaboration, bringing the private sector, aid agencies and Governments together. Second, simplifying and standardizing designs, project management and execution plans, applying the best practices and standards. And last, but not least, realistic budgets, so that budgets and accountability can be linked.

UNOPS can assist Governments in developing efficient implementation of procurement projects. We can assist in the modernization of public management and ensure that every budget is spent in accordance with needs. Eradicating corruption from bidding processes produces an economic transformation that also helps tackle inequalities and ensure that public money is spent for the people it aims to serve.

Photo: Norwegian Government/Torgeir Naugaard

Grete FaremoUnder-Secretary-General and Executive Director of UNOPS

MESSAGE FROM OUR EXECUTIVE DIRECTOR

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In this report, we present the stories of some of the projects we have supported in Latin America and the Caribbean during 2014 and 2015. This is a small sample of the 220 projects implemented in 21 countries in the region, chosen because together they reflect the different ways in which UNOPS adds value and contributes to seeking improvements to the living conditions of those most in need, and the most vulnerable groups in the region.

These two years have been the first period of implementation of the Strategic Plan 2014-2017, approved by the Member States of the United Nations that comprise our Executive Board. The participation of UNOPS in support of public bodies and other regional actors has been guided by the principle guidelines of this plan: sustainability, focus and excellence.

Sustainability: Our work seeks environmental, social and economic sustainability of progress towards equality and the common good of the countries where we work. In particular, our action is directed towards capacity-building for nations and for the public sector. In Latin America and the Caribbean, this means dealing with all kinds of diversity every day: those that it is necessary to preserve and value, such as the wealth of natural, cultural and human resources; and those that must be reduced, such as the huge gaps in inequality.

WE RESOLVE, BETWEEN NOW AND 2030, TO END POVERTY AND HUNGER EVERYWHERE; TO COMBAT INEQUALITIES WITHIN AND AMONG COUNTRIES; TO BUILD PEACEFUL, JUST AND INCLUSIVE SOCIETIES; TO PROTECT HUMAN RIGHTS AND PROMOTE GENDER EQUALITY AND THE EMPOWERMENT OF WOMEN AND GIRLS; AND TO ENSURE THE LASTING PROTECTION OF THE PLANET AND ITS NATURAL RESOURCES.”

Transforming our world: the 2030 Agenda for Sustainable Development, Resolution 70/1 of 25 September 2015.

Focus: UNOPS focuses its action on the areas of its mandate established by the General Assembly and its Executive Council, while collaborating with other United Nations agencies, funds and programmes on joint projects. In addition to concerning itself with project management, UNOPS is the central resource for the United Nations system in procurement and contract management, as well as in civil works and physical infrastructure development.

Excellence: Despite the serious gaps that the most vulnerable groups face in accessing their rights, many countries in the region have only limited resources to fund public policies. In this context, it is necessary to maximize the efficiency of public investment, promoting transparency, combating corruption and adapting to each country the best practices available worldwide to strengthen national capacities in the areas of procurement, public infrastructure and project management.

In the following pages, taking practical case studies as examples, we present a summary of the actions we have undertaken in support of the public sector in Latin America and the Caribbean. Our actions strengthen local and central Governments and promote improvement of the transparent, efficient and effective management of public resources. In this way, our partners are increasing their impact in the dimensions that the member countries have defined as priorities for the 2030 Agenda: to combat inequalities and build peaceful, just and inclusive societies.

INTRODUCTION

Photo: UNOPS

Fabrizio Feliciani,Director, Latin America and Caribbean Region

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SERVICES TO MEET NEEDS

• Tendering and supervision of prefeasibility and feasibility studies• Tendering and supervision of technical studies: topographical, hydrological, geotechnical, environmental, etc.• Preparation or independent review of technical studies and viability studies (legal, technical, economic and financial)

• Project management• Hiring and contract management for the design, construction and supervision of works• Works supervision• Auditing of works and certification of progress (oversight, periodical auditing)• Technical assistance in management of contracts for public works and public-private works• Training plans in project and infrastructure management for employees of public bodies• Technical assistance in operation and maintenance of infrastructure and equipment• Evaluation of results, effects and impacts

FORMULATION AND PLANNING

PROJECT EXECUTION

STRATEGY AND PROGRAMMING

TENDERING AND SELECTION OF SUPPLIERS OF GOODS, WORKS AND SERVICES

• Analysis of needs in infrastructure planning• Strategic plans (sectoral development, land management, etc.)• Independent review of strategic plans• Support for design and analysis of funding for public works and services• Evaluation of installed capacity, organizational reengineering and strengthening plans

UNOPS provides services tailored to meet the needs of its partners in the public

sector, aligned with best international practices

and standards.

INFRASTRUCTURES

• Review of needs analysis, operational plans, construction designs, technical specifications and analysis of prior costs• Review or design of financial models, costs, bidding documents and contracts• Consulting on negotiation and management of contracts for works, concessions and public-private partnerships (PPPs)• Tendering processes, selection of contractors for the design, construction and supervision of works• Consultation on structuring of tendering processes under the public-private partnership (PPP) modality

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• Sectoral studies

• Market intelligence: Identification of potential suppliers, competition analysis and identification of alternative products

• Preparation or review of procurement plans

• Consultation on development of public procurement plans

• Review or design of technical specifications and bidding documents• Completion of tendering processes and selection of suppliers of goods and services• Consultation on structuring of tendering processes under the public-private partnership (PPP) modality in procurement of goods and services

• Evaluation of installed capacity, organizational re-engineering and strengthening of plans• Analysis of efficiency of public procurement and savings gaps

• Project management• Consultation, negotiation and management of supplier contracts• Procurement and management of contracts and purchase orders• Acquisition of goods and services under long-term agreements (LTAs) signed by UNOPS with selected suppliers enabling direct procurement with better terms and prices.• Supply chain monitoring• Training plans for project management, supply chains and sustainable procurement• Auditing of procurement processes• Evaluation of results, effects and impacts

FORMULATION AND PLANNING

STRATEGY AND PROGRAMMING

TENDERING AND SELECTION OF SUPPLIERS OF GOODS, WORKS AND SERVICES

PROCUREMENT

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PROJECT EXECUTION

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EXPERIENCES WITH ADDED VALUE

Citizens are demanding ever-greater transparency and better results in the services provided by the state in exchange for the taxes they pay.

Public procurement of goods and services represent, on average, one quarter of expenditure by Governments in Latin America and the Caribbean1. Better strategies, transparency and the fight against corruption guard against the losses that occur in tendering processes, which are estimated at between 10 and 25 per cent of the value of contracts. These losses impoverish countries because public institutions pay more than the market value for the goods and services they obtain. This affects the sense of ownership and respect that civil society, the private sector and the general population have towards public procurement.

Given the concern of societies and Governments to make more efficient and transparent use of public resources and the need to optimize the impact of limited budgets on the intended goals, UNOPS offers specialized technical assistance in relation to purchases and procurement to national and local public bodies.

UNOPS offers support to its partners in some or all stages of the procurement process, from planning

and definition of specifications, to the final delivery of products and services. UNOPS can also provide support for financial management, purchase orders and contracts, and supplier management.

UNOPS offers a wide range of tailored services to complement and strengthen the capacities of each institution, promoting the adoption of best practices, greater efficiency and a culture of transparency and accountability.

When Governments implement the best proposals by UNOPS procurement specialists they secure:

• A rebuilding of trust on the part of citizens and suppliers

• A decrease in the perception of corruption

• More streamlined procurement processes

• Better prices and quality as a result of competitive processes

• Quantifiable savings that can be reinvested to meet other needs

• Public employees who are better trained and committed to public service

TRANSPARENCY OF PUBLIC ADMINISTRATION AND MORE EFFICIENT PROCUREMENT

Photo: UNOPS

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UNOPS has managed tender processes in Latin America and the

Caribbean to a value of US$1.014 million for the period 2014-2015. The

following sectors are of note:

Rural development, energy and the environment

US$284 million

Transport and telecommunications US$171 million

Health US$292 million

Other works and infrastructures US$124 million

• Consultancy on public tendering and procurement

• Review and preparation of technical specifications and bidding documents

• Evaluation of bids and recommendations on awarding contracts

• Monitoring of delivery and distribution

• Promotion of sustainable procurement

• Independent evaluation of procurement processes

• Performance analysis of the institution or department

• Identification of leakage points and strategy

• Proposal and support for reorganization of processes and functions

• Preparation and management of contracts and purchase orders

• Financial management

WHAT DOES THE TECHNICAL ASSISTANCE OFFERED BY UNOPS TO IMPROVE PUBLIC PROCUREMENT INVOLVE?

Photo: UNOPS/Walter AraújoPhoto: UNOPS/Miguel Carrillo

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SAVING MONEY ON MEDICATION TENDERS AND RESTORING PUBLIC TRUST IN HONDURAS

In 2013 and 2014, patients and their relatives complained that the severe shortage of essential medication and medical equipment was putting their health at risk and even delaying surgical operations in public health clinics in Honduras.

This situation and the cases of corruption uncovered by the judicial body bolstered the Government’s determination to increase competitiveness and transparency. As such, the Government requested the support of the United Nations body with a mandate on public procurement to provide technical assistance with tenders for the supply of clinics and hospitals. The work of UNOPS proved key to changing the trend and to making health sector practices transparent.

Under this agreement, in 2014 and 2015, the Honduras Social Security Institute (IHSS) and the Ministry of Health received guidance from UNOPS in a total of 10 tenders for the procurement of medication, medical and surgical materials, as well as insecticide to deal with an outbreak of dengue fever.

In the initial tender process covering over 300 items, significant savings were made, from a minimum of 40 per cent up to 300 per cent on the initial reference prices. This saving made it possible to increase the original procurement amount, and to buy more medication with the same budget. As a result, it directly benefited a greater number of people using public health services.

I WANT OUR PEOPLE TO KNOW THAT THE ROLE OF UNOPS HAS BEEN KEY TO ACHIEVING SIGNIFICANT SAVINGS, UNPARALLELED IN THE HISTORY OF MEDICINE PROCUREMENT.”

Juan Orlando Hernández,President of the Republic of Honduras

The transparency of the tender processes carried out by UNOPS achieved striking results and restored the trust of citizens in public health institutions. In addition, a significant increase in the participation of the private sector was achieved: In the past, three or four bids were received for each tender from companies and laboratories, while for the UNOPS-supported tenders the average number of bids was 26, generating real competition and enabling quality products to be procured at better prices.

This generates a positive circle: a higher level of participation under equal conditions ensures that contracts are awarded to a greater number of bidders and, as a result, promotes the economic development of local companies.

In this way, the commitment of Honduras to transparency prevents expenditure of public funds on medication at inflated prices, which is reflected in better management of the budgets allocated to health services, for the benefit of the general population.

EVALUATION OF PUBLIC PROCUREMENT SYSTEMS IN JALISCO

Procurement is a critical process by which public funds are transformed into goods and services. Efficient public procurement is the crucial component of any poverty reduction initiative, since the vulnerable segments of the population benefit the most from public services.

In the Mexican state of Jalisco, UNOPS has provided technical assistance for public procurement since 2015. The UNOPS team of procurement specialists undertook performance evaluations of the supply chain of three public bodies: the Ministry of Planning, Administration and Finance; the State System for Social Protection of Health; and the Inter-municipal System for Drinking Water and Sewerage Services.

On the basis of the diagnosis of the efficiency of public procurement undertaken by UNOPS, in 2016 an action plan is being implemented with each evaluated entity to introduce strategic improvements that generate greater efficiency and savings in government procurement. In addition, training plans will be developed for employees of these entities involved in public procurement.

UNOPS also advised on the Urban Electric Train System (SITEUR) in a number of areas: the review of technical specifications and the preparation of the international public tender conditions for the procurement of trains to modernize line 1 of the Guadalajara light rail system; clarifications and adjustments to the tender conditions and support for the receipt and opening of bids; and through the presentation of a bid evaluation report and contract award recommendations to SITEUR. This advice resulted in SITEUR achieving savings of 24 per cent based on the amount originally proposed, which was one billion Mexican pesos.

The tender process followed World Bank criteria, as this institution was responsible for its international procurement financing.

Observing these results, other public bodies in Jalisco requested the services of UNOPS: the Jalisco State Institute for Physical Education Infrastructure asked for support to prepare an analysis of the efficiency of public procurement and for support in six tender processes.

Photo: UNOPS/Adin Cortez

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MORE EFFICIENT CONSTRUCTION PROCESSES

Most infrastructure projects are characterized by their complexity and by involving a series of critical points. UNOPS helps its partners to overcome these and to transform plans into realities for the benefit of the public.

It is not just a question of completing the project, but rather comprehensively and sustainably designing and managing it. This means ensuring everything from a quality design that meets requirements, to the effectiveness of public investment, to the full operation and long-term maintenance of the work.

The best-designed projects, properly coordinated and efficiently implemented, enable Governments and donors to achieve tangible results that increase people’s quality of life, making the most of public and development budgets.

UNOPS adapts its technical assistance to the needs of its partners, from low-complexity works to major national infrastructure projects, always seeking the greatest impact on communities in need.

Photo: UNOPS/Claude-André Nadon

Consultancy from the strategic planning and pre-investment stage of an infrastructure project, up to the fit-out and final operation, including:

• Technical and feasibility studies

• Optimization and review of design

• Preparation of specifications, tender documents and contracts

• Competitive and transparent tender processes

• Evaluation of contracts and procurement

• Works supervision and management

• Monitoring of environmental impact and sustainability

• Capacity-building through training and certification plans

WHAT DOES UNOPS DO TO MAKE A CONSTRUCTION PROCESS MORE EFFICIENT?

I WOULD LIKE TO THANK UNOPS AND ITS STAFF AROUND THE

WORLD FOR THEIR DEDICATION, THEIR ENTERPRISING ENERGY AND

THEIR EFFORTS TO STRENGTHEN THE SUPPORT THAT WE PROVIDE

TO MEMBER STATES.”

Ban Ki-moon,Secretary-General of the United Nations

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CONSTRUCTION OF NICARAGUA’S LARGEST HOSPITAL

The capital of Nicaragua is home to one of the most modern hospitals in Central America. The new Hospital Militar Escuela Dr. Alejandro Dávila Bolaños, at 47,000 square metres, opened its doors in June 2015 in Managua and treats 4,000 patients each day.

The involvement of UNOPS in this project offered a set of effective structural solutions that led to a total saving of almost US$29 million in the building of the hospital, equivalent to 35 per cent of the estimated budget. In addition, the technical assistance provided by UNOPS has achieved savings of US$2 million per year in running the hospital.

Dealing with work of this scale for the first time, the Nicaraguan Government, through the Military Medical Corps, asked UNOPS to carry out the public tendering process to select the construction firm, the project management firm and the equipment suppliers. UNOPS also provided technical consultancy on the infrastructure and medical equipment for the new hospital, to ensure process transparency and adherence to schedules. The project was funded by the Central American Bank for Economic Integration (CABEI), a loan from the Mexican Government and the Nicaraguan Government’s own resources.

The 476-bed hospital has 66 consulting areas, 10 operating theatres—including the first intelligent operating theatre in the country—an outpatient surgery unit, laboratory and high-tech equipment for diagnostic testing. It is also the first hospital in Nicaragua to make use of electronic patient records, including test results, appointments and pharmacy prescriptions, thereby removing paper and streamlining patient care.

The detailed on-site support provided by the UNOPS team involved an architectural redesign and, in collaboration with the Military Medical Corps, around 300 modified plans were produced, enabling appropriate solutions to requirements to be found within the budget available. Thanks to these efforts, in conjunction with a financial management tool created by UNOPS, significant project savings were made. This made it possible to expand the medical services offered by the hospital to include several that had not originally been planned.

In addition, this technical assistance led to the installation of solar energy in the building, providing an optimum solution to meet 30 per cent of air-conditioning requirements and 100 per cent of hot water requirements. This installation offers financial savings close to US$500,000 each year during the first 10 years of operation.

Photo: UNOPS/Libia Lorente

IMMEDIATE IMPLEMENTATION OF IMPROVEMENTS TO WORKS MANAGEMENT IN URUGUAY

UNOPS developed a training programme for management and control of roadworks adapted to the needs of the departmental Government of Maldonado, in southern Uruguay. The 40-hour training programme provided capacity-building to 30 technical staff in the administration, who agreed on 20 measures to improve their working procedures, with immediate effect. Under this agreement, UNOPS also provided consultancy services for reviewing the construction project of the second section of the city’s ring road, supporting the tender process as an observer, and providing project management services until the end of 2015.

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SUSTAINABLE DEVELOPMENT IS DEVELOPMENT THAT MEETS THE NEEDS OF THE PRESENT WITHOUT COMPROMISING THE ABILITY OF FUTURE GENERATIONS TO MEET THEIR OWN NEEDS.”

World Commission on Environment and Development, 1987

IMPARTIAL TECHNICAL STUDIES TO REDUCE SOCIO-ENVIRONMENTAL CONFLICT

Since the 1990s, the natural wealth and economic liberalization of Latin America led to an increase in both local and foreign investment, especially in the mining industry. Given this trend, Latin American Governments have recognized their duty to reconcile economic growth in their countries with social development and environmental protection.

The situation has not been free from confrontations between civil society, private enterprise, Governments and local authorities. The socio-environmental conflicts seen in recent years are caused by a number of issues: from the risk of pollution of basic resources such as water and loss of diversity, to the privatization of land and ancestral natural areas, by way of the forced displacement of people and, more seriously, violation of human rights and of the rights of indigenous communities.

In the context of climate change, inequality in the distribution of wealth and greater competition for resources as the world’s population grows, conflicts are becoming more serious. In 2014, 116 environmental activists were murdered around the world, and three out of every four cases occurred in Latin America.2 The countries in the region considered the most dangerous for environmental activists are Brazil, Honduras, Colombia and Peru.

UNOPS, as a United Nations organization, is able to act with neutrality together with those involved in conflicts in order to promote dialogue and help them to find a cooperative, balanced solution based on impartial technical studies.

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In Latin America and the Caribbean, the United Nations Environment Programme (UNEP) and UNOPS offer joint services to promote sustainable development:

• Analysis and improvement to instruments, methodologies and environmental regulations

• Comprehensive, participatory and transparent project planning

• Training and strategies for the sustainable management of resources

• Technical studies: water balance, environmental impact, etc.

• Incorporation of a gender perspective, human rights, cultural patrimony, etc.

WHAT CAN UNOPS AND UNEP CONTRIBUTE TO APPROPRIATE ENVIRONMENTAL MANAGEMENT?

Photo: UNOPS/María Aguado

ENVIRONMENTAL MANAGEMENT OF MINING IN ARGENTINA

The Argentine province of San Juan is located on the border with Chile, in an area of great geological wealth. In recent years, a number of mining operations were established in the region, fuelling significant development in the metals mining sector.

In Argentina, environmental monitoring powers are delegated to the provinces, meaning that local authorities faced the challenge of testing their ability to identify and control the environmental impacts associated with the development of these major enterprises. As a result, and with the aim of strengthening its environmental management and control capacities, the government of San Juan asked UNOPS, with the technical support of UNEP, to undertake an audit of the environmental performance and regulatory compliance of the four principal gold mining operations in the province: Casposo, Gualcamayo, Lama and Veladero.

Based on the results of the technical studies undertaken, UNOPS, with the support of UNEP, will draw up a set of recommendations for the Department of Mining of San Juan, in order to strengthen its environmental management system.

THE ’SPEAKING GOD’: OPTIMIZING WATER USE IN PERU

The ’Speaking God’ is the name given to the Apurímac River in the Quechua language. Rising in the Andes Mountains, it forms a part of the main course of the Amazon River, and is one of Peru’s most important rivers.

The high basin of this river is the main source of water resources for the adjacent cities of Cusco and Arequipa. Since 1960, the two regions have disputed the use of the water. In 2012, following a ruling by the Constitutional Court, the President of the Council of Ministers and both regional governments decided that UNOPS and UNEP, as neutral bodies, would undertake a study of the water balance of the river as a starting point for resolution of the conflict. Thanks to the project by Estudio de Balance Hidrico de la cuenca del rio Apurimac (EBHICA), information and technical tools were made available that enabled the Government and institutions including the National Water Authority (ANA) to make the decisions they considered appropriate to achieve sustainable and fair water use.

Since then, UNOPS, with the technical support of UNEP, has continued working with the ANA with a view to optimizing water use in Peru through a range of projects. In 2015, notable projects include engineering studies to improve irrigation practices in the valley of the Pisco River and the canyon of the Seco River, and a feasibility study for later construction of hydraulic infrastructure in the Lanchas pampa, for the benefit of 1,374 users. In the context of this project, farmers received training to improve water management and crop cultivation methods, in order to optimize yields achieved with irrigation water.

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MORE RESILIENT TOWNS AND TERRITORIES

The countries of the region of Latin America and the smaller island states of the Caribbean share huge challenges in reducing the risk of natural disasters and the consequences of climate change. Tropical hurricanes, rises in sea level, earthquakes, floods, severe droughts and climatic phenomena like El Niño and La Niña, among others, threaten millions of people and, frequently, the most vulnerable sectors of the population, especially those who live in zones at risk, in conditions of poverty and with inadequate and obsolete services and infrastructure.

Investment in resilience-building in social and physical infrastructure is lower than the price paid for reconstruction following a disaster, without counting the loss of human lives that can never be replaced.

In 1998, Hurricane Mitch caused damage costing over US$6 billion in Central America; the most severely affected country was Honduras, where the damage was valued at 81 per cent of its GDP;3 75 per cent of its highways and bridges were destroyed, and there were 6,500 victims. The Government of Honduras described this disaster as the loss of 50 years of progress in three days.4

The 2010 Haiti earthquake levelled Port-au-Prince and left 1.5 million people without access to shelter, water, food and sanitation. In Central America, the 2015 drought affected basic food production and led to the deaths of livestock and the almost complete loss of grain crops in the area known as the Dry Corridor, where half of the population live in vulnerable conditions.

Disasters impact people, infrastructure and the productive sector, and significantly affect the financial situation of a country, which represents a very high opportunity cost for development. Countries’ budgets are generally limited when it comes to dealing with recovery and reconstruction from a perspective of risk, and the dependence on loans and donations rises, while resources intended for other purposes are reassigned, which leads to delays in the implementation of other public policies.

Natural catastrophes cannot be prevented, but must be dealt with through preparation strategies, shifting from disaster management to risk management.

WE HAVE COME TO BELIEVE A TERRIBLE FALLACY: THAT THE TOLL OF DISASTERS IS SIMPLY LINKED TO POVERTY RATHER

THAN RESILIENCE.”

Grete Faremo, Under-Secretary-General and Executive Director of UNOPS

Photo: UNOPS/Marco Dormino

• Analysis of threats and technical studies

• Updating and application of basic construction codes

• Minimum quality standards for key public buildings

• Evaluation of existing infrastructure

• Securing basic services and communications

• Resilient reconstruction in line with global frameworks, such as Sendai Framework for Disaster Risk Reduction 2015-2030

• Disaster risk reduction for resilience strategy

• Creation of a culture based on risk evaluation

WHAT DOES UNOPS OFFER TO PROMOTE RESILIENCE AND CREATE SAFER COMMUNITIES?

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PROTECTING COMMUNITIES FROM CLIMATE THREATS IN EL SALVADOR

El Salvador is considered one of the most vulnerable countries in Latin America due, in large part, to its high level of exposure to climate events from both the Pacific and Atlantic Oceans, as well as its propensity to earthquakes given its position on the Pacific Ring of Fire. Between 1990 and 2011, it was the Central American country that suffered the highest economic losses as a consequence of major natural disasters, calculated at US$6.5 billion.5

The disasters that hit El Salvador as a result of tropical Hurricanes Ida (2009) and Agatha (2010) affected the infrastructure of the country and the livelihoods of thousands of Salvadorans. In this context, the Ministry of Public Works and the United Nations Development Programme (UNDP) requested the specialist support of UNOPS to implement a series of infrastructure projects to protect different communities against climate-related disasters.

In response, UNOPS reviewed the technical dossiers of 15 bridges damaged by Hurricane Ida, set out the risk mitigation works needed, and supervised the design and construction of rural roads. These actions also included improvements to the drainage system to avoid damage to the stability of the road surface. By applying new technical criteria to the road infrastructure, the works are subject to lower risks from climate threats, meaning that communities are less likely to be cut off and can maintain access to health and education services and to markets.

MONITORING AQUIFERS IN COSTA RICA TO MINIMIZE CONSEQUENCES OF DROUGHT

Costa Rica is currently facing one of the worst droughts in its recent history. The shortage of rain in the province of Guanacaste reached 80 per cent in 2015, affecting 13,000 farmers and leading to huge financial losses for the country’s livestock and agriculture sectors. The Water Department, part of the Minister of Energy and the Environment (MINAE), lacks the infrastructure, equipment and personnel it needs to complete the inventory and carry out real-time monitoring of the available water resources.

These projects by El Salvador’s Ministry of Public Works, on which UNOPS and UNDP worked as implementation partners, have benefited approximately 150,000 people between 2010 and 2015.

UNOPS Executive Director, Grete Faremo, visited the La Málaga neighbourhood in June 2015. On this site, which is now a concrete channel 216 metres in length, a devastating flood in 2008 killed 32 people who were aboard a bus. The reinforcement of this course of the river, following criteria of resilience and sustainability, today protects the lives and homes of 25,000 local residents.

Photo: UNOPS/Laura Sánchez

For this reason, UNOPS and UNDP worked together with the Water Department of the MINAE in monitoring the strategic aquifers of Guanacaste, and will progressively expand to other provinces until complete information about all the country’s water resources are available in a digital format.

The project began with provision of the measuring equipment needed, and will continue with the implementation of a digital platform that will enable the Government for the first time to gather in a single place all the data on water resources in the country, which is currently distributed among different institutions. The objective is to achieve a robust network that brings together all the public institutions that administer and generate water data in Costa Rica.

This system will constitute a management and decision-making tool essential to supporting the Government’s strategy to counter the drought in the Pacific Dry Corridor, and form a benchmark of great value for other countries affected, including El Salvador, Guatemala, Honduras and Nicaragua.

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PUBLIC PROCUREMENT OF STRATEGIC INFRASTRUCTURE

Transport infrastructure such as highways, bridges, rail and metro lines, ports and airports are strategic to the economic growth of a country as they facilitate connections, access to markets, reduce transport times and increase productivity and competitiveness. In addition, they promote regional integration by facilitating commercial relationships with other states and promote balanced national development, fostering movement between regions and provinces and improving access to better living conditions, jobs, education and health services for the population.

At the same time, given the enormous level of investment they require, the construction and public works sector is seen as the most susceptible to the payment of bribes6 between companies and government authorities, as well as between private companies.

It is estimated that the existence of corruption in infrastructure tendering and contract awarding processes increases costs and delivery times by 30 per cent.7 The lack of preparedness in tenders and designs also gives rise to repeated modifications to projects as well as to conflict, with the result that people view infrastructure projects as a business more than as an opportunity for development.

Given a lack of transparency, public works and even mega-projects are green-lighted without respecting environmental regulations or adequate technical studies. The cost, as a result, is not only financial but also social and environmental.

UNOPS helps its partners to build the infrastructure required for sustainable development through technical support on request.THE ADVANTAGES OF UNOPS

INCLUDE THE INTERNATIONAL SCOPE OF ITS CALLS FOR TENDER,

FREE COMPETITION AND ITS CAPACITY TO DEAL WITH SEVERAL

PROCESSES AT ONCE, AS WELL AS THE SPECIALIST TECHNICAL KNOWLEDGE AND READINESS

OF ITS PERSONNEL TO RESPOND TO OUR NEEDS.”

Patricia Reynaga, Deputy Manager of the

Supervisory Agency for Private Investment in Public Transport Infrastructure of Peru

Photo: UNOPS/Ignacio Lacasta

• Preparation of conditions and terms of reference in line with international best practices

• Consistency checks of the maximum value established for each contract

• Publication of the call for expressions of interest and preparation of explanatory notes

• Competitive processes

• Evaluation, recommendation or award of the bid

• Design review

• Procurement of services, designs, construction, works supervision, etc.

• Training and certification in procurement

WHAT DOES UNOPS OFFER ITS PARTNERS TO ENSURE TRANSPARENT AND TECHNICALLY APPROPRIATE TENDER PROCESSES?

PROCUREMENT OF TRANSPORT WORKS SUPERVISION IN PERU

Between 2014 and 2015, UNOPS supported the Supervisory Body for Investment in Public Transport Infrastructure of Peru (OSITRAN) with 13 tender processes, including contracts for the supervision of port, airport, train and highway concessions. This included supervision of Line 2 of the Lima metro system, which involved a government investment in construction and operation of US$5.3 billion. Other important supervisions have been the expansion of the Jorge Chávez International Airport in Lima, with public investment of US$900 million, and supervision of the new Chinchero International Airport in Cusco, with construction valued at US$600 million.

UNOPS works on defining the terms of reference for the supervisory services, and on the selection of the companies that will provide them. Improvements to the terms of reference for the services required by OSITRAN means greater clarity in the responsibilities of the different parties, as well as savings on potential legal problems that may arise. The increase in responsibility for performing this type of service has led to the awarding of such important service contracts to a new type of company: top-level local companies that are often partners of international firms, which together offer the capacity to provide the service requested.

MODERNIZATION OF SAN SALVADOR INTERNATIONAL AIRPORT

With the aim of increasing competitiveness in El Salvador, the Government promoted investment to transform the country into a regional platform for logistics and transport services. In 2012, the Autonomous Executive Port Commission (CEPA) instigated a plan for the modernization and renovation of the Monseñor Óscar Arnulfo Romero y Galdámez International Airport in the capital, as well as the port of Acajutla.

UNDP and UNOPS worked as partners in their implementation. UNOPS contributed its experience in the preparation of technical specifications, purchasing, quality assurance and supervision of works. In 2014, UNOPS issued 23 tenders for the transparent purchase of goods and services, such as the renovation of the passenger terminal infrastructure and the purchase of radar systems and vehicles. In 2015, rehabilitation of the runway was completed, representing the largest investment by CEPA in the airport in the past 20 years.

For the Port of Acajutla, UNOPS held 13 tender processes in 2014 for the works and purchases. These included the renovation of buildings and access roads to the docks, and the purchase of equipment to support the operational capacity and facilitate the movement of personnel and goods.

Photo: UNOPS/Fredy Salazar

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MORE DIGNIFIED HOMES AND

COMMUNITIES

A home is more than a place with four walls and a roof under which to shelter; it is the right to live in dignity, peace and security. Access to adequate housing has been a Universal Human Right since 1948.8 Nevertheless, in Latin America and the Caribbean, 110 million people currently live in inadequate housing.9 This region is the most highly urbanized in the world, with almost 80 per cent of the population living in cities. As internal migration in search of new opportunities increases, so too does the shortage of adequate housing, giving rise to informal settlements, overcrowding, a lack of basic services and security, and health risks, among other problems.

The increase in the frequency of natural disasters has also affected the people of Latin America and the Caribbean, destroying a million homes and damaging a further six million in the past two decades.10

UNOPS approach to infrastructure projects is holistic and incorporates all kinds of contexts, from the construction of temporary shelters following a disaster, to the repair of homes and the construction of new neighbourhoods.

Photo: UNOPS/Claude-André Nadon

• Community and gender participation

• Local workforce and knowledge transfer

• Access to drinking water and basic services

• Provision of public spaces and roads

• Violence reduction through improved urban planning

• Legal aspects of right to property

• Resilient alternatives and sustainable energy sources

WHAT SOLUTIONS DOES UNOPS INCORPORATE INTO THE PROJECTS OF ITS PARTNERS TO IMPROVE HABITABILITY AND SUSTAINABLE URBAN DEVELOPMENT?

IMPROVING HOUSING CONDITIONS IN COLOMBIA

Bathing in the river on a cold morning and going to the toilet outdoors, with no privacy, are part of the daily routine of many families living in extreme poverty in Colombia.

Since 2014, UNOPS has implemented a project in partnership with the Department for Social Welfare, UNDP, and other UN agencies to improve the living conditions of 1,853 families living in the departments of Atlántico, Bolívar, Chocó and Magdalena whose basic needs are not being met.

The project involves improving existing homes and, in particular, ensuring the proper functioning of sanitary installations (bathroom, connection to sewage network or construction of a septic tank system), kitchens, renovation of floors and roofs, and in the case of overcrowding, construction of an additional room. Beyond the physical intervention in the housing infrastructure, the project promotes healthy lifestyles among the participating families through an educational component that helps households to identify the risk factors to health inside the house and to take actions to mitigate them, in order to foster an environment free from disease. This educational component is implemented through community workshops on waste handling, risks in the home, pest control, food handling and making water drinkable, among others. The project also includes a social auditing process that means it is the participating families themselves who evaluate and certify their progress.

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Photo: UNOPS/Daniel Peña

MY HOME HAD NO BATHROOM OR KITCHEN AND IN THE NAME OF ALL

THE FAMILIES INVOLVED IN THIS PROJECT I WOULD LIKE TO OFFER

OUR THANKS TO THE WHOLE TEAM WHO MADE THIS POSSIBLE.”

Yolanis Miranda, Resident of the Atlántico Department

(Colombia)

REBUILDING COMMUNITIES HIT BY THE EARTHQUAKE IN HAITI

Prior to the devastating earthquake, living conditions were far from easy in Port-au-Prince: 86 per cent of inhabitants lived in informal settlements, half lacked access to latrines and only one in three habitants had access to clean drinking water. In January 2010, 220,000 people perished and 300,000 homes were damaged by the earthquake, with more than half of all homes being completely destroyed. Approximately 1.5 million people were forced to live in camps and shelters, many built with the assistance of UNOPS.

In 2011, the Haitian Government launched the 16 neighbourhoods/6 camps (16/6) initiative with the aim of delivering new homes to internally displaced people. For this project, with support from four United Nations organizations, UNOPS was selected to design and implement the housing and infrastructure works in eight of the neighbourhoods: Morne Hercule, Morne Lazarre, Nerette, Bois Patate, Morne Ebo, Jean Baptiste, Villa Rosa and Fort National, with funding from the Haiti Reconstruction Fund, the Canadian Government, the Petunia de Brasil Foundation and Woord en Daad, a Dutch non-governmental organization.

UNOPS dealt with the challenge of providing innovative solutions in a complex context: The Government had lost one quarter of its officials in the disaster, the capacities of the local workers in terms of construction techniques were basic, and the site conditions, together with security problems, hampered access for personnel and the transport of materials.

The solution implemented by UNOPS was a comprehensive and participatory focus on the reconstruction project, leading to the following results: 95 per cent of those hired were local people, including women, with the objective that the income would help them to get their lives back on track. In addition, the new owners of the houses were trained in how to maintain them in the future, while respecting the local culture. Community committees responsible for supplying basic services such as water and electricity were also created, with a view to changing previous attitudes and understanding that these services must be paid for.

In the eight neighbourhoods, as well as the work on drainage, access roads and providing running water, UNOPS repaired a total of 1,006 homes and built 560 new homes. Prior to this intervention, UNOPS had repaired 800 homes in Petion-Ville, which served as a pilot project for 16/6. In 2015, the first housing complex in Haiti to allow joint ownership was inaugurated in Morne Lazarre. Previously it was not possible to own an apartment on a given floor of a building, but only the land on which the building was situated.

Currently, UNOPS is finalizing the construction of homes in the Fort National neighbourhood for displaced people living in the Champ-de-Mars shelters. A total of 369 families benefited from this reconstruction.

Photo: UNOPS/Claude-André Nadon

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UNOPS, in partnership with the National Learning Service, provided technical training in works construction to members of the families interested in working for the project. Taking into account the economic, social and environmental conditions of the communities where the project was undertaken, UNOPS through its procurement process fostered the creation of employment for the local population, contributing to income generation and capacity-building for employability. In the course of project implementation, 370 direct jobs and 2,220 indirect jobs were created, together with 67 positions withinthe organization.

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Before the earthquake I had the hope of living in a decent house. This project came and offered me a new house that I can now enjoy with my grandchildren. I have space to get around with my crutches, to sew and to receive my customers. This project has given me everything.”

Photo: UNOPS/Winnie H. Gabriel

Now I feel liberated

A business selling lottery tickets by the roadside did not provide enough income for Jacques Sony to rebuild his life. He lost his home, his property and a leg in the earthquake.

Dreaming of becoming an engineerVladimir Jerome had lived with his family in a shelter since 2010. With no source of income, he had to give up his studies and was unable to rebuild his home. At the age of 20, Jerome joined the project teams and, using the skills and knowledge gained in building techniques, quickly progressed from operator to foreman.

A home to enjoy with my grandchildrenLoranie Zephyr was found under the rubble of the earthquake with no injuries other than a broken foot. She was only able to save her sewing machine from the remains of her home. Unable to leave the place where she had been born in 1948, and where her parents and grandparents had lived, she built a shelter on the site of the house as soon as she had recovered from the surgery on her leg. A relative offered her a table and she began to sew clothes for her neighbours to earn a living. Ph

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The earthquake destroyed my life. I had to start all over again. With the small amount of money I earn selling lottery tickets, I didn’t have enough to rebuild a home for my wife and children. Then UNOPS arrived here and thanks to this unexpected opportunity, at last my children have a roof over their heads. I can’t wait any longer. Now I feel liberated from a huge weight.”

Working on this project I realized that I could become an engineer, as I had dreamed of when I was a child. Thanks to the money I have earned, I will begin my studies this year. This project has not only rebuilt my home, it has changed my life and given me the hope and opportunity to achieve my dreams. We won’t have to sleep under the stars anymore.”

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BETTER ACCESS TO PUBLIC HEALTH SERVICES

Inequality in countries in Latin America and the Caribbean also affects the health sector. One in every four Latin Americans lack regular access to basic health services and half of the population has no form of health insurance.11

In countries where the public health system is inadequate, the better-off shift to private systems. Public policies can therefore reduce the welfare gap by investing in health to balance the quality of health care for citizens.

Vulnerable people living in extreme poverty and those living in indigenous and rural communities sometimes die as a result of lack of medication or access to health clinics, whether because of the distance or lack of roads and means of transport.

Proper planning in the construction of health infrastructure and the procurement of medication, medical technology and ambulances are a primary goal in order to respond to the needs of the population, and to be prepared to act when faced with an aging population, epidemics, natural disasters and other emergencies.

In Latin America and the Caribbean, UNOPS has provided technical support services—in terms of both infrastructure and procurement—to develop health projects in countries including Argentina, Belize, Brazil, Colombia, Dominica, El Salvador, Guatemala, Haiti, Honduras, Nicaragua, Panama, Peru, St. Lucia, Trinidad and Tobago, and Uruguay.

Photo: UNOPS/Aida Ariño-Fernández

HELPING TO DECENTRALIZE SOCIAL SECURITY SERVICES IN GUATEMALA

Thirty years is a long time. And if over three decades a health system is allowed to stagnate or decline, unfortunately this means that for years people have lacked proper medical treatment and have been exposed to greater risk from diseases, epidemics, and even early or avoidable deaths.

This was the situation of Guatemala in 2007 when the Guatemalan Social Security Institute (IGSS) asked UNOPS for technical assistance to implement a master plan to modernize its hospital infrastructure under a model of health service decentralization.

Photo: UNOPS/Esaú Beltrán

• Identification of needs and strategic planning for projects at all stages: Pre-investment, investment and operation

• Comprehensive design, review and preparation of technical construction studies

• Transition plans and entry into operation of new hospitals and medical centres

• Transparent tendering for the procurement of medical technology, medication, medical and surgical materials and ambulances

• Maintenance and sustainable solutions for infrastructure and medical equipment

• Evaluation of installed capacity and staff training plans

WHAT SPECIFIC TECHNICAL SUPPORT DOES UNOPS PROVIDE TO IMPROVE ACCESS TO HEALTH?

The IGSS was suffering from infrastructure shortages and a lack of integrated management of both public and private investment, leading clinics and hospitals to become obsolete. In addition, difficulties with public procurement of medication and technical equipment led to stock-outs and complications with patient treatment.

UNOPS began by working with the IGSS to identify the priorities and began a construction and refurbishment programme for health care infrastructure in the country. Of note are the renovation and fitting-out of the Puerto Barrios Hospital, the design of the project for the Regional de Oriente Hospital in Zacapa, and the design, construction and fitting-out of the Regional de Occidente Hospital in Quetzaltenango.

The latter two hospitals are intended to provide medical coverage to 50 per cent of Guatemala’s departments. The hospitals of Puerto Barrios and Quetzaltenango entered into operation in 2016.

It was necessary to act swiftly, while at the same time ensuring that the most rigorous procedures were followed, in line with the international practices applied by UNOPS. The IGSS tenders launched by UNOPS served to streamline the process, and a large number of bids were received from local and international firms. No disputes arose and the tender processes were successful, achieving the fundamental objective of the IGSS: Equipping the hospitals in the shortest time possible to the highest levels of quality.

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UNOPS TRANSFERS SKILLS TO THE PUBLIC SECTOR IN THE COURSE OF

PROJECT IMPLEMENTATION, WHICH STRENGTHENS AND EMPOWERS THE STATE COUNTERPART. THIS POINT IS FUNDAMENTAL TO GUARANTEEING

SUSTAINABILITY IN THE MEDIUM AND LONG TERM.”

Alberto Cortés Ramos, Director for Costa Rica,Central American Bank

for Economic Integration

REGIONAL DEVELOPMENT ASSOCIATIONS

How to do more with less? This is one of the major challenges facing developing countries that have to respond to critical levels of demand with limited public resources and with reduced official aid from developed countries. In this context, partnerships are vital to mobilize resources and meet national and global development objectives to improve people’s living conditions.

UNOPS favours partnerships and coordination between a range of stakeholders, including the United Nations, Governments, regional and international financial institutions, foundations, NGOs and the private sector.

These strategic partnerships that UNOPS helps to consolidate make it possible to mobilize resources while ensuring transparency and effective implementation. UNOPS focuses its attention on skills and knowledge transfer, innovation, accountability and respect for national ownership.

UNOPS works to enhance the skills of its partners through tools, systems and procedures that meet international standards and, through specialist training programmes, helps them to strengthen their organizational performance, reduce the risk of corruption and contribute to achieving sustainable results.

In this way, it increases the quality and added value of the projects that UNOPS develops with its partners, ensuring that they meet shared targets.

In Latin America and the Caribbean, UNOPS maintains cooperation agreements for the effective implementation of projects with CABEI, the Inter-American Development Bank (IDB), the Development Bank of Latin America and the Mexican Government’s Infrastructure Fund for Mesoamerican and Caribbean Countries. In addition, UNOPS supports South-South cooperation and triangular cooperation between Governments, and in the framework of joint programmes with the Pan American Health Organization (PAHO), UNDP and UNEP, among others.

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Photo: UNOPS/Clement Vázquez

SOUTH-SOUTH COOPERATION FOR NEW HOSPITALS IN HAITI

Cuba and Brazil have joined forces to support health system strengthening in Haiti. Collaboration between the Governments of the three countries resulted in the construction of three community hospitals, a rehabilitation centre and an orthotics and prosthesis laboratory in Haiti. This project also required the coordination of three United Nations bodies: UNOPS —responsible for construction and fitting-out—UNDP, and the United Nations Stabilization Mission in Haiti.

Since 2014, the community hospitals have provided surgical, paediatric, maternity and internal medicine services. The rehabilitation centre, the first in Haiti, offers physiotherapy, and visual, auditory and communicative rehabilitation services. Brazilian and Cuban experts offered training and technical assistance to Haitian personnel in the operation of the new hospitals and the laboratory. UNOPS is currently supporting the Ministry of Public Health to maintain the three community hospitals and ensure that they operate sustainably.

SUPPORT FROM MEXICO TO DEVELOP INFRASTRUCTURE IN CENTRAL AMERICA AND THE CARIBBEAN

The Mexican Government’s Infrastructure Fund for Mesoamerican and Caribbean Countries (the Yucatan Fund) provides financial aid to build new infrastructure projects and provide national capacity-building to drive the development of Central American and Caribbean countries.

Since 2012, UNOPS has worked as an intermediate body for the Yucatan Fund. On the one hand, it supports countries to prepare all the technical documentation needed to present funding requests to the Fund, while on the other, it provides guarantees to the Fund that the management of the aid will be effectively and transparently implemented in the designated projects.

UNOPS is an intermediary for the Yucatan Fund in the implementation of the following projects:

• Design and construction of installations for the Marion Jones sports complex in Belize

• Construction of the new parliament building in Grenada

• Installation of solar panels on the Regional Hospital of Gonaïves in Haiti

• Rehabilitation of Riverton Road in Jamaica

• Reconstruction of bridges and institutional strengthening in Saint Vincent and the Grenadines

• Design and construction of a water distribution network in Dennery, St. Lucia

• Reconstruction works for Saint Jude Hospital in St. Lucia

• Impartial consultancy on project contexts and requirements

• Acts as an intermediary to facilitate balanced, mutually-beneficial relationships between the public and private sector

• Helps to mobilize additional resources

• Guarantees financial institutions the transparent use of their resources

• Supports donors and recipients of funds in the effective execution of their projects

HOW CAN UNOPS CONTRIBUTE TO REGIONAL PARTNERSHIPS AND ASSOCIATIONS?

• New binational bridge over the Sixaola River between Costa Rica and Panama: Due to the different administrative procurement regulations in each country, UNOPS made its procedures available to the Governments in order to make this cross-border infrastructure project—to be completed in 2017—a reality.

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OPERATIONAL SUPPORT

UNOPS is committed to maximizing its partners’ capacities and the resources available to them, to make project implementation as effective as possible.

By taking responsibility for the operational aspects of projects, UNOPS enables its partners to focus on achieving their objectives and results to improve people’s lives.

In countries facing difficult situations or that lack capacities, different government bodies and United Nations bodies seek the assistance of UNOPS in carrying out their operations.

Each United Nations body has its own mandate and has developed its own specialisms and skills. Joint work, through inter-agency agreements, complements these mandates and makes it possible to effectively direct efforts to facilitate a comprehensive response to the priorities of the Member States in their development objectives.

UNOPS works together with United Nations agencies, funds and programmes through cooperation agreements. In Latin America and the Caribbean, it maintains strategic agreements with the International Labour Organization (ILO), PAHO and UNEP.

HIRING STAFF FOR UNHCR AND UNEP

UNOPS offers human resource management services to expand the capacity of the United Nations High Commissioner for Refugees (UNHCR) and UNEP.

From its office in Panama, UNOPS manages contracts and payment of salaries for UNHCR staff working in the following countries: Argentina, Bahamas, Brazil, Colombia, Costa Rica, Chile, Ecuador, Haiti, Mexico, Panama, Dominican Republic and Venezuela. For UNEP, UNOPS manages contracts and payment of salaries for staff in Panama, Peru and the Dominican Republic. It also supports recruitment work, training logistics and procurement of services and vehicles.

• Management of human resources and contracts

• Development of training and certification plans

• Logistics and transport

• Monitoring of subsidies

• Construction and renovation of United Nations buildings

• Procurement of vehicles, goods and services

WHAT TYPE OF OPERATIONAL SUPPORT DOES UNOPS OFFER?

NEW HOME FOR THE UNITED NATIONS IN BRAZIL

Following the United Nations initiative ’United in Action,’ the agency, fund and programme staff in Brasilia came together in a single house.

The new United Nations House opened its first building in November 2012, with over 3,000 square metres of floor space, where 100 staff members work from the offices of UNDP, the United Nations Department of Safety and Security, and the United Nations Volunteers programme. The second building, measuring 1,800 square metres, was opened in September 2015 to house the United Nations Population Fund, UN Women, UNAIDS and UNEP.

UNOPS was in charge of undertaking the planning, building and procurement processes. The buildings were designed to be intelligent, incorporating sustainable features to reduce reliance on lighting and air conditioning. As a result, the complex uses 45 per cent less energy than traditional cooling systems.

This infrastructure project contributes to achieving a United Nations presence in countries that is less fragmented and more effective, efficient, coherent and coordinated, in accordance with the organization’s reform proposal approved in 2007. Since then, United Nations agencies, funds and programmes have progressively implemented standard procedures. It is expected that under the ’United in Action’ initiative, further operational cost reductions will benefit all United Nations Member States.

SUPPORT FOR STATE PROCUREMENT AGENCY IN URUGUAY

Since 2012, UNOPS has provided consultancy services to the Agency for e-Government and Information Society, in the implementation of the State Purchasing and Hiring Agency (ACCE) with local funds and the IDB. UNOPS contributed to the design of the ACCE strategic plan and provides technical support services in the management and hiring of personnel, as well as logistics of their training activities. In partnership with the Inter-American Centre for Knowledge Development in Vocational Training (ILO/Cinterfor), UNOPS developed the professionalization framework for public buyers from all state sectors and a matrix of skills in accordance with the different operational levels of the public buyers.

AFTER TWO AND A HALF YEARS WORKING IN CONTAINERS, THE MOVE TO THE NEW BUILDING WAS A CONSIDERABLE IMPROVEMENT. IN ADDITION, THE FACT THAT AGENCIES DO NOT HAVE TO MANAGE CONTRACTS AND HAVE A DIRECT INVOLVEMENT IN JOINT SERVICES FACILITATES MANAGEMENT OF OPERATIONAL COSTS.”

Myriam Galvão, Administration and Finance Partner for UN Women in Brazil

Photo: UNOPS/Nelson Kon

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WHO WE ARE

MANDATEOn 20 December 2010, the United Nations General Assembly adopted a resolution in which the 192 Member States reaffirmed UNOPS mandate and the range of partners that the organization can work with.

The Assembly highlighted UNOPS role as a central resource for the United Nations system in procurement and contract management, as well as in civil works and physical infrastructure development, including capacity development services.

UNOPS origins trace back to 1973 when it was established as part of UNDP.

On 1 January 1995, by decision of the General Assembly, UNOPS became a separate entity within the United

Nations development system and the only one to be fully self-financing,

since it does not receive contributions from Member States, with the aim of

providing effective implementation services to a broader group of partners.

Photo: UNOPS/Aníbal Solimano

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*UNOPS mission and vision were updated in June 2016.

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This resolution recognized the potential for the value added contribution that UNOPS can make in providing efficient, cost-effective services to partners in the areas of project management, human resources, financial management and common/shared services.

In this context, in accordance with General Assembly resolution 65/176, UNOPS acts as a service provider to various actors in the development, humanitarian and peacekeeping arenas, including the United Nations, donor and recipient Governments, intergovernmental and non-governmental organizations, international and regional financial institutions, foundations and the private sector.

MISSIONUNOPS mission is to help people build better lives and countries achieve sustainable development.

VISIONUNOPS vision is a world where people can live full lives supported by appropriate, sustainable and resilient infrastructure, and by the efficient and transparent use of public resources in procurement and project management.

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AREAS OF WORK

UNOPS has three contribution goals that guide and provide focus for UNOPS contributions to the operational results of partners and their achievement of development outcomes.

We tailor our support to the needs of partners, offering a range of advisory, implementation and transactional services.

We aim to have the best possible impact on communities in need. This means developing capacity, promoting sustainability and increasing efficiency at every level.

INFRASTRUCTURE

UNOPS helps partners design, construct, rehabilitate and maintain infrastructure—such as hospitals, schools, roads and bridges—in some of the world’s most challenging environments.

UNOPS ensures that its projects are socially, economically and environmentally sustainable, delivering functional infrastructure that best serves the needs of local communities. We provide infrastructure services in the following sectors: Buildings, transport, energy, water and waste management, and ICT infrastructure.

Photo: UNOPS/Claude-André Nadon

PROCUREMENT

UNOPS is a central resource for the United Nations system and its partners. We emphasize efficient, transparent, cost-effective and sustainable delivery of goods and services. Each year, we procure around US$800 million worth of high-quality goods, works and services, on behalf of partners.

UNOPS is committed to integrating social, economic and environmental considerations into its buying processes. We strive to procure the supplies our partners need in a way that promotes social progress, economic development and environmental protection.

PROJECT MANAGEMENT

UNOPS uses its project management expertise to help Governments and donors make development budgets go further, often in some of the world’s most challenging environments. UNOPS manages an annual project portfolio of around US$1 billion.

UNOPS incorporates global best practices such as PRINCE2® and Project Management Institute (PMI) standards. These standards are tailored to the development environment, with an emphasis on: Strong internal controls through project management tools; systematic stakeholder management; good governance; benefits/impact management.

Photo: UNOPS/Roberto Woisky

Photo: UNOPS/Aida Ariño-Fernández

HOW WE WORK

VALUES: SERVICE TO OTHERS

UNOPS values are firmly grounded in the United Nations Charter and legislative mandates of the General Assembly. These form the bedrock of UNOPS organizational culture, and are reflected in its policies, tools, products and services. Specifically, they underpin the strong commitment of UNOPS to providing services to others. The four core values are:

• National ownership and capacity: We respect and support national ownership and help develop national capacity. This is the foundation of sustainability.

• Accountability for results and transparency: We ensure our own accountability for resources entrusted to us, and for contributions we make to the sustainable results of our partners. We seek to help our partners exercise their accountability. We believe transparency is essential to ensure accountability and the efficient use of resources.

• Partnerships and coordination: We recognize that strong partnership and effective coordination among diverse actors, including the United Nations, Governments, non-governmental organizations and the private sector are crucial to efficiency and innovation.

• Excellence: We believe that we will add value and make strong contributions to the sustainable results of our partners only if our practices and

performance are of recognized world-class standards of excellence and are well-adapted to local conditions. Within our mandated areas of work, we will seek to contribute to innovation and the adoption of best practice standards of sustainability and quality.

PARTNERSHIPS

Strong partnerships are the foundation of our work and a pillar of UNOPS Strategic Plan, 2014-2017. We aim to engage in collaborative partnerships to advance sustainable development, with a focus on sharing our expertise in infrastructure, project management and procurement. Our partners choose to work with us to complement or expand their own capacities, reduce risks, bring an impartial and trusted advisor, and improve efficiency, speed, quality or cost-effectiveness.

As a not-for-profit organization, UNOPS is highly motivated to meet the expectations of its partners, while our role as a service provider means that our partners’ priorities and needs dictate the scope, focus and location of our work.

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SUSTAINABLE DEVELOPMENT GOALS (SDGS)

Achieving the Sustainable Development Goals will only be possible with a global partnership of UN organizations, Governments, non-governmental organizations and the private sector. As outlined in our Strategic Plan, 2014-2017, UNOPS is firmly committed to working with diverse actors in order to increase efficiency and innovation and encourage collaboration while being an enabler and active supporter of the Sustainable Development Goals, as part of the post-2015 development agenda.

ENGAGING WITH THE PRIVATE SECTOR

UNOPS recognizes that the way the international community approaches, funds and engages in development is evolving, particularly in areas such as innovative and inclusive financing, global economic governance and capacity development, as discussed at the Third International Conference on Financing for Development in Addis Ababa, Ethiopia, in July 2015.

Engaging in partnerships with private-sector entities has certain advantages in the current global economic climate, such as:

• The ability to mobilize additional resources as Official Development Assistance shrinks

• Offering a wider range of services to partners

• New, innovative approaches and access to new technologies

• Helping partners to integrate sustainability into their own work

• Increasing cost-effectiveness and efficiency

As a result of this, cooperation and collaboration between international organizations such as UNOPS and the private sector is increasingly dynamic, while maintaining the focus on the development agenda.

EXCELLENCE

We believe that continuously improving our knowledge, skills and processes leads to the best possible results on the ground.

USING LIMITED RESOURCES EFFECTIVELY

Resources for peacebuilding, humanitarian and development projects are often limited and need to be used effectively. For UNOPS, this means providing value for money and being transparent about how the money is spent and how the results are achieved.

TRANSPARENCY

A clear and active commitment to transparency builds trust between UNOPS and all of its stakeholders, be they Member States, partners, beneficiaries or the general public—transparency is a process which starts with a commitment but requires ongoing attention and effort.

NOPS Strategic Plan, 2014-2017 reaffirms our commitment to transparency as one of UNOPS core values and recognizes that it is essential for strengthening our accountability and efficiency.

We publish a wealth of dynamic and interactive information on our 1,000 ongoing activities on data.unops.org, an open-data platform that presents our operations using maps, financial data and infographics. The platform is updated daily.

• Quality management: UNOPS was the first UN organization to have its global management systems ISO 9001 certified in 2011.

• Project management: UNOPS is certified by APMG, the group behind PRINCE2® methodology, as an Accredited Consulting Organization and Accredited Training Organization, and by PMI as a Registered Education Provider and Registered Consultant.

• Sustainable procurement: UNOPS was awarded a gold-level certificate in the Sustainable Procurement Review in early 2015 by the Chartered Institute of Procurement & Supply (CIPS).

Photo: UNOPS/Daniel Peña

We publish monthly operational data in the International Aid Transparency Initiative (IATI) format, an open-data standard that aims to make all information about aid spending easier to find, compare and use, alongside more than 330 Governments, multilateral agencies, national NGOS, private- and public-sector bodies, foundations and academic institutions.

We are also a part of the consortium managing and hosting the IATI Secretariat, alongside UNDP, Development Initiatives, and the Governments of Ghana and Sweden. We are providing financial and logistical support services to further the aims of the Initiative on behalf of 65 members.

CERTIFICATIONS

UNOPS continuously benchmarks against external bodies, striving for relevant certifications and adopting internationally recognized best practices. This ensures that our processes actively increase the effectiveness of our partners’ projects. Many of UNOPS processes and services have already been independently certified by these outside bodies, including:

• Environmentally friendly construction: UNOPS was awarded ISO 14001 in 2013, covering infrastructure projects in Afghanistan, Kosovo and Palestine. In 2014, it expanded the coverage of its ISO 14001 certification for environmental management systems to encompass the infrastructure projects it also operates in Guatemala and Sri Lanka.

• Health and safety: Three UNOPS offices—Pristina, Jerusalem and Copenhagen—received OHSAS 18001 certification in July 2014, making UNOPS one of the first UN organizations to be certified.

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Photo: UNOPS/Daniel Peña

Photo: UNOPS

REGIONAL OFFICE FOR LATIN AMERICA AND THE CARIBBEANCalle Alberto Tejada, Ciudad del Saber, edificio #103Clayton, Ciudad de Panamá, PanamáTel.: +507 306 36 00, Fax: +507 306 36 36lcr@unops.org

ArgentinaIn 2015, UNOPS completed the construction and fitting-out of a solid waste treatment plant in San Luis, benefiting 20,000 people. In the past two decades, UNOPS has provided support to the Government on health sector and new technology procurement, among other things, and on monitoring earthquake risk and security and justice institutions.Argentina@unops.org

BrazilUNOPS cooperates with the Human Rights Secretariat to achieve excellence in the operation and monitoring of infrastructure projects for 16 social and educational centres for young people in detention, the aim being to protect their rights and meet Brazilian and international standards. Shelters for women victims of gender violence and nurseries near suburban train stations will be renovated and built for the Rio de Janeiro Government. In the health sector, a partnership with the Empresa Brasileira de Serviços Hospitalares will facilitate project management of seven university hospitals to promote research, training and improved health care for citizens.Brasil@unops.org

WHERE WE WORK

English-speaking CaribbeanIn Belize, Grenada, Jamaica, Saint Vincent and the Grenadines, and St. Lucia, UNOPS acts as an intermediary of the Yucatan Fund for the implementation of construction projects in relation to sanitation, social infrastructure and reconstruction after disasters. Previously, UNOPS worked, together with PAHO, on the construction of a vaccine warehouse in Belize, with funding from the European Union. The offices for projects in countries from the English-speaking Caribbean are part of the Regional Office for Latin America and the Caribbean.Caribbean@unops.org

ColombiaUNOPS contributes its technical experience to the preparation of 29 infrastructure projects prioritized by the National Farmers’ Popular and Ethnic Agrarian Summit to strengthen the economic and social development of the country’s rural communities and the organizations that belong to the Agrarian Summit. The 29 projects target rural development through initiatives in the sectors of drinking water and drainage, education, health, transport and agricultural infrastructure. The project is implemented in conjunction with UNDP and the Food and Agriculture Organization in partnership with Prosperidad Social, a Colombian government body.Colombia@unops.org

Costa RicaUNOPS acts as a strategic ally of the Government with the transport, water resources and environmental sectors, providing assistance in the management of priority projects. UNOPS is executing the design and construction of the Sixaola Binational Bridge between Costa Rica and Panama, which will contribute to regional highway integration and increase competitiveness and development in both countries. In Costa Rica, it aspires

Photo: UNOPS/Fabia Codalli

to transfer skills to its partners relating to best management practices and procedures that will enable them to achieve growing levels of efficiency, transparency and technical excellence.Costa.Rica@unops.org

El SalvadorFor the Salvadoran Social Security Institute, UNOPS oversaw the construction and fitting-out of the San Miguel Regional Hospital, which received public investment totalling US$57 million, and the construction of a health care unit in Apopa. The medical services provided by this new health infrastructure will benefit 280,000 people. For the Ministry of Health, UNOPS offered its procurement experience for the modernization of the hospital infrastructure, achieving savings in 2015 of US$1.4 million vis-à-vis the US$6.7 million initially budgeted, and enabling the purchase of additional medical equipment, new elevators for one hospital and ambulances.El.Salvador@unops.org

GuatemalaUNOPS has supported the governance programme for Guatemala since the signing of the peace agreement in 1996, which included support for the Historical Clarification Commission in the preparation of a report documenting human rights violations over the 36 years of armed conflict. Since 2014, UNOPS has managed the funds and monitored the implementation of the citizen support programme for an open and democratic parliament, with the participation of four civil society organizations that benefit from funding from the Swedish International Development Cooperation Agency.Guatemala@unops.org

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Photo: UNOPS/Michel Dessources

HaitiThe devastating earthquake of 2010 marked a watershed for development projects in the country. UNOPS adapted its role to support swift recovery, construction of shelters and subsequent rebuilding of damaged infrastructure. Currently, UNOPS services have evolved towards management of disaster risk reduction, health, transport and sustainable urban development projects, with a social component that leaves installed capacity for the local workforce. Projects important to the socioeconomic development of the country are currently under way, such as the rehabilitation of the Port of Cap-Haïtien, the construction of a training centre for textile production and the rebuilding of the Science Faculty at the University of Haiti.Haiti@unops.org

HondurasIn the health sector, as well as engaging in procurement processes, UNOPS is working on designing the guide to construction plans for primary health care centres and on constructing mother-and-child clinics. Public welfare institutes, such as the IHSS, the National Public Employees’ Pension Institute, the National Teachers’ Welfare Institute and the Military Welfare Institute, have sought the assistance of UNOPS in the management of investment funds in infrastructure projects. In the education sector, UNOPS acquired educational and technological material to renovate the ICT networks of the Francisco Morazán National Pedagogical University in 2015.Honduras@unops.org

MexicoUNOPS is developing the Sustainable Jalisco Rio Verde Basin project to establish a sound and impartial technical criterion that will enable the Government to make decisions regarding sustainability and planning of infrastructure works in the Rio Verde basin, as well as mitigating the socioenvironmental conflict in the region relating to water use in the state of Jalisco. The project includes technical support from UNEP on activities within its mandate. The Guadalajara project office is part of the Regional Office for Latin America and the Caribbean.Mexico@unops.org

PanamaFor the Government of Panama, UNOPS is managing the construction project for the Regional Logistics Centre for Humanitarian Assistance. This facility, unique in the region and innovative in the humanitarian operations sector, will provide disaster monitoring and response services, comprising the International Federation of Red Cross and Red Crescent Societies, the United Nations Humanitarian Response Depot administered by the World Food Programme and Panama’s National Civil Protection System. In addition, UNOPS is providing its technical experience to UNDP in evaluating critical points for infrastructural improvements to two prisons, La Joya and La Joyita, and their subsequent refurbishment.Panama@unops.org

Photo: UNOPS/Michel Dessources

ParaguayIn conjunction with the National Institute of Rural Development and Land, the Ministry of Agriculture, the Planning Secretariat and Itaipu Binacional, UNOPS executes projects for: soil conditioning and mechanized planting; the purchase of certified seeds; reforestation; and training smallholders of family farming. This has made it possible to consolidate technological modernization, increase productivity and improve the income of more than 6,000 families living in poverty and extreme poverty in rural settlements prioritized by the government programme Sembrando Oportunidades (Sowing Opportunities). In addition, UNOPS provides services to the Ministry of Labour, Employment and Social Security for the construction and fitting-out of professional training centres, focused on boosting the employability of the working-age population.Paraguay@unops.org

PeruUNOPS works together with the Peruvian Government at the central, regional and local level on a range of procurement and project management processes, in order to effectively increase the viability of public investment. In the past two decades, it has supported investments valued at US$3 billion, of which US$1 billion was in the infrastructure sector, and achieved savings to public funds of approximately 20 per cent. In addition, over the past two years UNOPS has held 40 capacity-building workshops for its partners, reaching 790 officials from 62 public institutions.Peru@unops.org

UruguayIn the health sector, UNOPS provides technical consultation and operational support to the State Health Services Administration (ASSE) for the review of architectural plans and management of tenders and contracts. The joint work with ASSE on the new Colonia Hospital, currently in the final construction phase, to incorporate structural improvements that increase functionality while reducing maintenance costs, produced significant savings and optimized the investment by one-third compared to the original budget. In 2016, construction will begin on nine polyclinics and a departmental health coordination centre in rural areas on the border with Brazil, as part of a trilateral project with the participation of Germany, Brazil and Uruguay, with an emphasis on the fight against the HIV/AIDS epidemic.Uruguay@unops.org

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1 Government at a Glance, OECD and IDB (2014).

2 Global Witness: https://www.globalwitness.org/en/campaigns/environmental-activists/deadly-environment/

3 Regional Report on the State of Vulnerability and Disaster Risk in Central America, UNISDR and CEPREDENAC (2014).

4 http://www.ipsnoticias.net/1998/11/honduras-el-olor-de-la-muerte-cubre-el-sur/

5 Regional Report on the State of Vulnerability and Disaster Risk in Central America, UNISDR and CEPREDENAC (2014).

6 Transparency International.

7 IDeAL 2013. Development Bank of Latin America (CAF).

8 Universal Declaration of Human Rights: http://www.un.org/en/documents/udhr/

9 United Nations Office for Disaster Risk Reduction (UNISDR)

10 UN Habitat.

11 Pan American Health Organization (PAHO)

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