Annex A - Terms of Reference The Canadian Consultant Management Initiative (CCMI) Independent Review of Information and Communication Technology

(ICT) / Division of Information Systems and Telecommunications (DIST) at the Office of the United Nations High Commissioner for Refugees (UNHCR) 1. Project title: Independent Review of Information and Communication Technology (ICT) / Division of Information Systems and Telecommunications (DIST) at the Office of the United Nations High Commissioner for Refugees (UNHCR). 2. Project objectives, methodology and deliverables: 2.1 Background (problem statement) Information and Communication Technology is an enabling service to UNHCR and its effectiveness is measured primarily by the extent to which it facilitates UNHCRs core business the protection of refugees and finding durable solutions to their problems. ICT should enable faster and more efficient data collection and processing, planning, mobilization of financial, material and human resources to the field, communication within the organization as well as between UNHCR and its interlocutors, help managers at all levels strengthen internal control over activities and resources and, reporting to governance bodies, donors, other interested groups and, connect with the wider public. ICT should also play a leading catalyst role for creativity, innovation, simplification and modernization of all UNHCR Business. Despite its growth in size and complexity during the past three-and-a-half decades ICT in UNHCR has largely been reactive to the business demand and, even then, its responsiveness has often been slow. The organizational structure of DIST also had indelible marks from this reactive approach. The structure was built over time by merging units originally created to manage specific products, services or projects and located in other Divisions. Efforts made to create a comprehensive structure made limited success as deeper changes were required to address all the underlying issues. As a result the structure of the Division effectively remained to be a cluster of various silos (Telecomms, ERP, RBM, Data Center, Connectivity, Messaging, Field Support etc.) that made it difficult for ICT staff and managers to develop enterprise-wide and comprehensive service-oriented approaches. Several areas that are key for the success of ICT management and service delivery- such as ICT security, strategic planning, architecture, business relationship management, Project Portfolio and Programme Management (P3O) were effectively absent. The Division could not effectively play its role as a steward of the corporate ICT governance process. The dichotomy between units managing and supporting systems and services at Headquarters and Field ICT support was strong - to the extent that staff working on either side had limited knowledge of, or access, to the other side. The Division had a large number of staff working on applications development, maintenance and support while at the same time using the services of external experts both individual consultants and institutions. The weaknesses in the DIST organizational structure also

contributed to weak governance, the proliferation of ICT-related initiatives and technologies, non-standardization and fragmentation of services across UNHCR. A big part of the ICT services in the field, including infrastructure support (server and desktop operating systems, messaging system, field LANs, switches, routers etc.) received limited attention and investment resulting in outdated and unsupported systems. The need for aligning ICT services and systems with the Organizations strategic objectives was identified as early as 2006 as part of the High Commissioners Change initiative. Internal and external reviews were conducted to determine the scope and depth of the reform. The latest DIST/ICT Reform was initiated in 2010 under the title Project Prometheus. Implementation of the Reform plan started in January 2011 following approval of the new DIST structure and the related funding requirements. Summary information on the planning of the DIST change project could be obtained from the document entitled Change Project of the Division of Information Systems and Telecommunications (Project Prometheus), Project Description and Submission as well as several other documents. 2.2 Project Objectives With assistance from external expert consultants, the independent review will assess progress in the ICT/DIST Reform focusing in the following areas: i. ii. Strengthening ICT Governance Design and implementation of a new DIST Structure, including Job Descriptions, staffing levels and design principles. Decentralization of ICT services and support including establishment of the Service Center in Amman, the Service Development Section in Budapest, the Hub in Panama City and restructuring the hub in Kuala Lumpur Engagement of managed services including application maintenance, managed print services and infrastructure services Change management, communication and human resources Relationship of change to core UNHCR business, fit for purpose to meet institutional needs and improve services to staff and beneficiaries Relationship of change to key ICT functions and services such as project management, service delivery, emergency response, e-mail, connectivity and Internet access for the field Measuring ICT investment , service delivery and progress in the Reform Metrics and the ICT Balanced Score Card Challenges and opportunities. Multi-skilled workforce with industry best practice standards and technology support and

iii.

iv.

v. vi.

vii.

viii.

ix. x.

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2.3 Project Methodology The independent review will be conducted using a standard projects methodology. The project will be will be implemented under the supervision of the Director of the Division of Information Systems and Telecommunications (DIST) and ODMS. The steering group as well as Regional Representatives/Hub Managers will serve as a reference groups for the consultants. The consultants are expected to undertake internal and external reviews, research, process analysis and interviews at UNHCR HQs as well as in the Field. The research will be carried out through direct interviews, telephone conference, e-mail and field missions to selected locations. At the initial stage of the project, the Consultants will review the background information with regard to the ICT Reform and formulate plans which will be developed in consultation with DIST and ODMS. 2.4 Project Deliverables/ Outputs The study will be led by a senior ICT management expert with no less than 15-20 years of experience in leading and managing ICT reforms and/or conducting reviews of such reforms in an international/global context. The review is expected to provide UNHCR (the Organizational Development and Management Service, ODMS, and the Division of Information Systems and Telecommunications, DIST) with a comprehensive report on its findings recommendations. DIST and ODMS will jointly facilitate the independent review. 3. Expected impact of the project and its link to UNHCRs Global Strategic Priorities: The independent expert review aims at strengthening the ICT services in UNHCR. As a result, this will aid the organization to achieve its overall mission, the Global Strategic Objectives as well as the Results-Based Management objectives in a more efficient way. 4. Overview of consultancy requirements and anticipated work plan: The project will be carried out from February 2013 to April 2013. It will include an initial one week in Geneva for briefings with senior UNHCR officials as well as relevant external stakeholders. Subsequent follow up work could be undertaken primarily through electronic means. The findings will be presented to the UNHCR Steering Group. 5. Related initiatives/projects: Between 2008 and 2009, UNHCR undertook two revisions of the Division of Information System and Telecommunications (DIST) under the CCMI project. The first revision mainly focused on reviewing ICT services delivered by DIST and other divisions to the organization, and evaluated the most efficient way to perform these functions outside HQ (Geneva), whilst improving the quality and cost effectiveness of the services provided. The second revision reviewed the organizational design and structure of the division with a focus on the senior-level positions.

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Presently, UNHCR is undertaking a new independent expert review to assess the progress in the ICT/DIST Reform focusing in challenges and future opportunities. 6. Planned timeframe: It is estimated that the independent review will take approximately 8-10 weeks to complete. The project is planned to start before the end this year. 7. Draft Work plan
Proposed Activities Review background information on the status of the ITC Reform and formulate working plans. Consultation with the UNHCR steering group in Geneva Conduct reviews, research, process analysis and interviews at UNHCR Headquarters and tap into the knowledge of best practices in other UN agencies or the private sector Field missions: Budapest, Amman Consolidate findings from field mission and consultations in Geneva and produce preliminary findings produced Produce and present the final comprehensive report (MS Word), as well as a summary PowerPoint presentation of the conclusions and recommendations for the Senior Management. Estimated Timeframe 1 Week

2 Weeks

2 Weeks 1 Weeks 3 4 Weeks

8. Pricing Table:
Item Consultant Days One Senior Consultant with extensive experience of 15 20 years. Consultancy Days 2 Consultants Airfare (Geneva-Budapest-Geneva) Airfare (Canada-Geneva-Canada) Airfare (Geneva-Amman-Geneva) Airfare (Geneva-Kuala Lumpur Geneva) DSA Budapest DSA Dakar DSA Amman DSA Kuala Lumpur DSA Geneva Terminal expenses (All inclusive) Additional Admin expenses (All inclusive) Total Number of Consultants 1 Estimated Units 70 days Rate/Day Total $

2 1 2 1 1 1 1 1 1 1 1 1

70 days 2-round trips 1-round trip 1-round trip 5 days@ 3 days@ 5 days@ 3 days@ Unit rate Unit rate Unit rate

9. Technical Evaluation Criteria The evaluation of proposals is a two-part process involving a technical and commercial evaluation. The technical evaluation will make up 70% of the total weighted score with the remaining 30% being made up with the commercial evaluation. Commercial information will not be made available to the team performing the technical evaluation and neither will it be made available to the team assigned to conduct the commercial evaluation until technical evaluation is completed. The technical evaluation will be against the requirements as stated in these Terms of Reference. The overall evaluation, in addition to price, will take into account proposals which are found to be technically acceptable and which offer the most favourable commercial terms to UNHCR.
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In the case of technical evaluation, any proposal that scores less than 50% of the points in the technical evaluation criteria will be deemed non-compliant and will not be considered in the commercial evaluation. The table below lists the elements that will be considered in the technical evaluation: Particulars A. General (20 points)
The firm general reliability Technical Expertise and Capacity in the specific field of the assignment

Target Points

Sub total B. Overall approach and understanding the requirement of the project (30 points)
The proposed approach to undertake the independent review of ICT/Reform based on the project objectives. Approach to language, sensitivity to cultural diversities and understanding of UNHCR's goals

Sub total
C. Experience and Knowledge (20 points) International experience of past projects of a similar nature Previous experience in similar management change projects

Sub total Total

70

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