United Nations A/75/607
General Assembly Distr.: General 24 November 2020
Original: English
Seventy-fifth session Agenda item 170 Financing of the activities arising from Security Council resolution 1863 (2009)
Budget performance of the United Nations Support Office in Somalia for the period from 1 July 2019 to 30 June 2020
Report of the Secretary-General
Contents
Page
I. Introduction ...... 4
II. Mandate performance ...... 4
A. Overall ...... 4
B. Budget implementation ...... 6
C. Mission support initiatives ...... 12
D. Regional mission cooperation ...... 13
E. Partnerships, country team coordination and integrated missions ...... 13
F. Results-based budgeting frameworks ...... 14
III. Resource performance ...... 28
A. Financial resources ...... 28
B. Summary information on redeployments across groups ...... 29
C. Monthly expenditure pattern ...... 29
D. Other revenue and adjustments ...... 30
E. Expenditure for contingent-owned equipment: major equipment and self-sustainment .. 30
F. Value of non-budgeted contributions ...... 30
IV. Analysis of variances ...... 31
V. Actions to be taken by the General Assembly ...... 34 VI. Summary of follow-up action taken to implement the decisions and requests of the General Assembly in its resolution 74/295 ...... 35
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Summary The total expenditure for the United Nations Support Office in Somalia (UNSOS) for the period from 1 July 2019 to 30 June 2020 has been linked to the objectives of UNSOS through a number of results-based budgeting frameworks. During the reporting period, in spite of the restrictions in connection with the coronavirus disease (COVID-19) pandemic, UNSOS continued to implement the key elements of its mandate by effectively supporting the mandates of the African Union Mission in Somalia and by enabling the expansion of the United Nations Assistance Mission in Somalia and supporting its programmatic work. UNSOS also completed implementation of the reconfiguration of its organizational structure, as recommended by the 2018 independent review of UNSOS. UNSOS incurred $522.5 million in expenditure for the reporting period, representing a resource utilization rate of 92.5 per cent, compared with $557.4 million in expenditure and a resource utilization rate of 99.9 per cent in the 2018/19 period. The unencumbered balance of $42.1 million was attributable mainly to reduced requirements under military and police personnel and for operational costs, offset in part by increased requirements under civilian personnel. The reduced requirements for uniformed personnel ($30.8 million) were attributable mainly to lower-than-budgeted costs for the provision of rations, contingent-owned equipment, travel on emplacement, rotation and repatriation and the delayed deployment of formed police units. The increased requirements for civilian personnel ($2.4 million) were attributable mainly to higher-than-budgeted costs for national staff, owing to the implementation of interim salary survey recommendations in Somalia and to accelerated recruitment against new posts that had been approved for the 2019/20 budget period. The reduced requirements for operational costs ($13.6 million) were mainly the result of lower-than-budgeted expenditures under air operations and other supplies, services and equipment, owing to reduced requirements for the rental and operational cost of fixed-wing aircraft and helicopters and for other freight, as a result of the ability to ship cargo directly to Mogadishu owing to the improved security situation on the Mogadishu coast. The lower-than-budgeted expenditures under those operational classes of expenditure were offset in part by higher expenditures for facilities and infrastructure, marine operations and medical services.
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Performance of financial resources (Thousands of United States dollars; budget year is from 1 July 2019 to 30 June 2020)
Variance
Category Apportionment Expenditure Amount Percentage
Military and police personnel 164 165.1 133 340.6 30 824.5 18.8 Civilian personnel 83 777.5 86 133.6 (2 356.1) (2.8) Operational costs 316 615.5 303 016.0 13 599.5 4.3
Gross requirements 564 558.1 522 490.2 42 067.9 7.5
Staff assessment income 6 919.8 7 764.7 (844.9) (12.2)
Net requirements 557 638.3 514 725.5 42 912.8 7.7
Voluntary contributions in kind (budgeted) – – – –
Total requirements 564 558.1 522 490.2 42 067.9 7.5
Human resources incumbency performance
Actual Vacancy rate Category Approveda Planned (average) (percentage)b
United Nations military contingents 70 43 11 74.4 African Union military contingents 19 586 19 586 19 074 2.6 African Union police 240 240 224 6.7 African Union formed police units 800 800 492 38.5 International staff 368 368 336 8.7 National staff National Professional Officers 40 40 29 27.5 General Service 149 149 119 20.1 United Nations Volunteers International 20 20 17 15 Government-provided personnel 6 6 5 16.7
a Represents the highest level of authorized strength. b Based on monthly incumbency and planned monthly strength.
The actions to be taken by the General Assembly are set out in section V of the present report.
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I. Introduction
1. The proposed budget for the maintenance of the United Nations Support Office in Somalia (UNSOS) for the period from 1 July 2019 to 30 June 2020 was set out in the report of the Secretary-General dated 22 February 2019 (A/73/762) and amounted to $569,506,600 gross ($562,568,600 net). It provided for up to 70 United Nations military contingent personnel, 19,586 African Union Mission in Somalia (AMISOM) military contingent personnel, 1,040 AMISOM police personnel (including 800 in formed units), 370 international staff, 189 national staff (including 40 National Professional Officers), 20 United Nations Volunteers and 6 government-provided personnel. 2. In its report dated 24 April 2019, the Advisory Committee on Administrative and Budgetary Questions recommended that the General Assembly appropriate $569,258,100 gross for the period from 1 July 2019 to 30 June 2020 (A/73/755/Add.8, para. 51). 3. The General Assembly, in its resolution 73/325 and its decision 73/555, appropriated an amount of $564,558,100 gross ($557,638,300 net) for the maintenance of UNSOS for the period from 1 July 2019 to 30 June 2020. The total amount has been assessed on Member States.
II. Mandate performance
A. Overall
4. The mandate for the support provided to AMISOM was established by the Security Council in its resolution 1863 (2009) and extended in subsequent resolutions of the Council. The mandate for the performance period was provided by the Council in its resolutions 2415 (2018), 2431 (2018), 2472 (2019), 2498 (2019), 2500 (2019), 2516 (2020), 2520 (2020) and 2540 (2020). 5. The United Nations Support Office for the African Union Mission in Somalia (UNSOA) was mandated to provide a logistical support package to AMISOM to support the efforts of the Government of Somalia towards the stabilization of the country, to facilitate the provision of humanitarian assistance and to create conditions conducive to long-term stabilization, reconstruction and development in Somalia. 6. The Security Council, in its resolution 2102 (2013), decided to establish the United Nations Assistance Mission in Somalia (UNSOM), headquartered in Mogadishu, with UNSOA as a part of the integrated mission, and, in its resolution 2093 (2013), mandated UNSOA to provide mission support services to UNSOM. In its resolution 2540 (2020), the Council extended the mandate of UNSOM until 31 August 2021. 7. The Security Council, in its resolution 2124 (2013), requested UNSOA to support the Somali National Army, in joint operations with AMISOM, through the provision of food, water, fuel, transportation, tents and in-theatre medical evacuation on an exceptional basis. The Council also decided that funding for this support would be provided from an appropriate United Nations trust fund. 8. In its resolution 2245 (2015), the Security Council, in view of the expansion of UNSOA since its establishment, decided that UNSOA should bear the name UNSOS and also decided that UNSOS would be responsible for support for AMISOM, UNSOM and the Somali National Army on joint operations with AMISOM, with UNSOS personnel being responsible for ensuring the delivery of the support package to the Somali National Army and its compliance with the human rights due diligence
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policy on United Nations support for non-United Nations security forces. In the same resolution, the Council decided to expand the support for AMISOM to include 70 AMISOM civilians and expanded the logistical support package to include reimbursement to troop-contributing countries for various self-sustainment categories. 9. Following the adoption of Security Council resolution 2245 (2015), in which the Council welcomed the intention of Member States to provide uniformed and government-provided personnel to UNSOS in support of the delivery of its mandated tasks, the Secretary-General, in his letter dated 15 April 2016 to the President of the Security Council (S/2016/350), informed the Council of the intentions of the Government of the United Kingdom of Great Britain and Northern Ireland to deploy a national contingent of up to 70 military personnel to support UNSOS. Through the letter of the President of the Council addressed to the Secretary-General dated 15 April 2016 (S/2016/351), the Council took note of the information contained in the letter of the Secretary-General. During the 2019/20 performance period, the contingent from the United Kingdom was restructured and reduced in size to 10 military personnel, who were fully deployed. 10. In its resolution 2372 (2017), the Security Council took note of the joint African Union-United Nations review of AMISOM and expressed its support for the gradual and conditions-based transfer of security tasks from AMISOM to the Somali security forces. In the same resolution, the Council decided to reduce the level of uniformed AMISOM personnel from 22,126 to a maximum level of 21,626 by 31 December 2017, with a further reduction to 20,626 by 30 October 2018. 11. In its resolution 2431 (2018), the Security Council changed the date for the reduction in the level of AMISOM uniformed personnel to 20,626 to 28 February 2019. In the same resolution, the Council requested the Secretary-General to provide a logistical support package for 10,900 uniformed personnel of the Somali security forces, who are formally part of the national security architecture, on joint operations with AMISOM, in line with the United Nations Transition Plan for Somalia, on the same basis as such support was provided to the Somali National Army under paragraph 2 (f) of resolution 2245 (2015). 12. In its resolution 2472 (2019), the Security Council decided to maintain the deployment of AMISOM until 31 May 2020, including a minimum of 1,040 AMISOM police personnel, including five formed police units, and to reduce the level of uniformed AMISOM personnel by 1,000 to a maximum level of 19,626 by 28 February 2020. 13. In its resolution 2520 (2020), the Security Council decided to maintain the deployment of AMISOM until 28 February 2021 and also requested the Secretary- General to increase the support provided to the Somali security forces, including an appropriate share of the state and federal police, to include 3,000 additional personnel (from 10,900 to 13,900). 14. Within its overall objective, during the period covered by the present report, UNSOS contributed to a number of accomplishments by delivering related key outputs, as shown in the frameworks below. 15. The present report assesses actual performance against the planned results- based budgeting frameworks set out in the budget for the 2019/20 period. In particular, the report compares the actual indicators of achievement, that is, the extent to which actual progress has been made during the period against the expected accomplishments, with the planned indicators of achievement, and the actual completed outputs with the planned outputs.
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B. Budget implementation
16. The reporting period was characterized by the reduction in the number of AMISOM military personnel, as authorized by the Security Council in its resolution 2472 (2019), and by the onset of the coronavirus disease (COVID-19) pandemic from March 2020. UNSOS implemented its mandate by utilizing a mix of service modalities, including a light staff footprint, the use of commercial third-party vendors and the provision of in-theatre services by AMISOM troops under the provisions of memorandums of understanding. 17. The main priorities of UNSOS for the reporting period were to provide logistical support in an integrated manner to enable AMISOM to implement its mandate, especially with regard to the military campaign against Al-Shabaab, and to provide effective, responsive and efficient administrative, technical and logistical support to UNSOM. The priorities of UNSOS shifted in March 2020, with the impact of COVID-19, to a focus on enabling the United Nations and AMISOM in Somalia to mitigate and prevent the risk of infection and to build medical capacity. 18. During the reporting period, UNSOS undertook the implementation of its mandate by effectively supporting the mandates of AMISOM, as called for by the Security Council in its resolutions 2124 (2013), 2245 (2015), 2372 (2017), 2431 (2018), 2472 (2019), 2498 (2019), 2500 (2019), 2516 (2020), 2520 (2020) and 2540 (2020), and by enabling the expansion of UNSOM in Somalia and supporting its programmatic work. During the reporting period, UNSOS provided logistical support for a maximum authorized strength of 19,626 uniformed and 70 civilian AMISOM personnel, as well as for a maximum strength of 10,900 uniformed personnel from the Somali security forces. Further to Council resolution 2520 (2020), which increased the authorized United Nations support to include 13,900 members of the Somali security forces, the Federal Government of Somalia did not advise any adjustment to the current level of support provided by UNSOS. All support provided by UNSOS to AMISOM and the Somali security forces was consistent with the Secretary-General’s human rights due diligence policy under the overall responsibility of the Special Representative of the Secretary-General for Somalia. 19. A draft tripartite memorandum of understanding for the provision of support to the Somali security forces was produced and shared with AMISOM and the Federal Government of Somalia, and consultative meetings held during the reporting period resulted in an agreed draft. As of the time of writing, the Federal Government of Somalia had not yet agreed to a request to finalize the memorandum of understanding. 20. Of the reductions in AMISOM uniformed personnel strength that were mandated by the Security Council in its resolutions 2372 (2017) and 2431 (2018), a reduction of 1,000 was achieved by 31 December 2017, and an additional reduction of 1,000 personnel was completed by February 2019. The further reduction of 1,000 personnel that had been mandated by the Council in its resolution 2472 (2019) was achieved by 28 February 2020, to reach a uniformed personnel strength in AMISOM of 19,626. 21. The reductions in AMISOM military personnel strength were initially to be offset by the deployment of 500 AMISOM police personnel, comprising three formed police units and 80 individual police officers, followed by the deployment of an additional two formed police units, which would bring the total police strength to 1,040 personnel (240 individual police officers and 800 personnel in five formed units). The individual police officers and three of the formed police units were fully deployed during the reporting period, but the deployment of the personnel for one of the two additional formed police units remained delayed pending the provision by AMISOM of the necessary escort for the contractor to deliver by road the contingent- owned equipment to Baidoa, the intended base. The deployment of the second formed
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police unit did not materialize during the reporting period owing to the delayed procurement of the required contingent-owned equipment by the police-contributing country. Engagement with the African Union and the police-contributing country continued in order to proceed with the deployment of the second formed polic e unit. 22. The joint African Union-United Nations review of AMISOM conducted in March 2019 informed on progress with regard to the Somali transition plan, which was limited, and highlighted the need for improved coordination among security sector partners and for increased efforts to generate Somali security forces who would be able to assume lead responsibility for security by 2021. The lack of sufficient national forces prevented the planned handover of several AMISOM forward operations bases to Somali security forces, except for one base that was handed over to the Somalia police. The planned reconfiguration of AMISOM, including the generation of mobile forces in each sector, which is a key element of its concept of operations of 2018, was also not achieved because units were not released from occupying and operating the bases. Consequently, while the planned joint United Nations-African Union review of AMISOM equipment was not completed, AMISOM did deploy civilians to the sectors. 23. The AMISOM concept of operations of 2018 and the AMISOM technical assessment of 2019 defined the future operating environment of AMISOM and UNSOS at least until the Somali general electoral process in 2021. In line with the transition plan of the Federal Government of Somalia, security responsibilities would be handed over from AMISOM to the Somali security forces in a gradual and conditions-based manner, taking into account the outcomes of the operational readiness assessment of the Somali National Army conducted in 2017, which established that, at that time, the Army was not staffed, equipped or trained to fully take on those responsibilities on its own. The first and second phases of the transition plan, extending to 2020, stipulated, inter alia, the re-establishment of the Leego forward operating base and the opening of the main supply routes between Mogadishu and Baidoa, between Mogadishu and Beledweyne and between Mogadishu and Baraawe, including the opening of additional or repositioned forward operating bases. Given the nascent capacity of the Somali security forces, as established by the operational readiness assessment, they continue to need assistance from AMISOM in order to achieve the objectives of the transition plan. Assisted by United Nations expert military contingent personnel embedded within the technical sections of UNSOS, UNSOS provided support to AMISOM during the reporting period with regard to training and undertaking strategic movements of logistical support forward to the sector hubs and select battalion locations. 24. UNSOS focused its logistical efforts on facilitating the Somali transition plan by, inter alia, providing support for: (a) the re-establishment of the Leego forward operating base and its subsequent occupation by the Somali security forces; (b) the planned opening and securing of the main supply route between Mogadishu and Baidoa and the reopening of the main supply routes from Mogadishu to Beledweyne and from Mogadishu to Baraawe; and (c) the deployment of formed police units outside capital cities of the federal member states. The transition included the handover and closure of certain existing forward operating bases and the opening of new ones. UNSOS support provided the required infrastructure and equipment, including the establishment of five mission enabling units, comprising one per sector, and the adjustment to the security posture of AMISOM and the Somali security forces for voter registration, which was expected to commence in late 2020, leading up to the general electoral process planned during 2021. The Somali security forces managed to establish six new forward operating bases in Shabelle Hoose, except for Leego, as part of securing the Mogadishu-Baidoa main supply route. This activity was funded from the United Nations trust fund for the Somali security forces. UNSOS
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continued to assist AMISOM and the Federal Government of Somalia in implementing risk mitigation measures identified as part of UNSOS obligations under the Secretary-General’s human rights due diligence policy. UNSOS also provided support to the Special Representative of the Secretary-General for Somalia to ensure that the policy was applied across the United Nations presence in Somalia. 25. UNSOS continued to support the efforts of UNSOM to provide assistance to the Federal Government of Somalia in its mediation and reconciliation efforts, the building up of police institutions and the promotion of rule of law and security sector reform. UNSOS also supported the Federal Government with ongoing preparations for the electoral process planned for 2021. This support included: (a) the construction of associated infrastructure and facilities; (b) the deployment of support staff; (c) the conduct of recruitment-related activities; (d) the provision of technical and advisory services for the effective integration of gender and women and peace and security issues for the newly established office in Jawhar; and (e) the establishment of an office in Dhuusamarreeb. 26. During the reporting period, UNSOS implemented the reconfiguration of its organizational structure in line with the harmonization of mission support structures and in line with the comprehensive review and the staffing review of UNSOS conducted in 2018. The planned repositioning of UNSOS supply chain activities, with a shift of posts from Mombasa, Kenya, to Nairobi and Mogadishu, was completed in October 2019. UNSOS moved 16 posts forward into the sectors in Somalia to bring the associated services closer to the clients. UNSOS was also chosen by the Regional Service Centre in Entebbe, Uganda, as a pilot project to establish a new integrated client service centre, bringing together customer service functions from different sections to provide 24/7 client support services. Following the repeated mortar attacks on the United Nations compound, the construction of overhead protection for the remaining office and accommodation facilities was given priority and, as a result, construction of the integrated client service centre had to be postponed. A temporary facility has been identified to house the centre as soon as the current occupants can be moved into facilities where overhead protection work is nearing completion. 27. During the reporting period, the enhancement of existing infrastructure and the reinforcement of security measures at all operating locations in Somalia continued and the remaining works at sector headquarters locations were concluded. UNSOS construction projects focused on critical security-related upgrades and the completion of approved multi-year projects. The planned construction projects that entail costs of more than $1 million in the reporting period and the planned multi-year projects were related to: (a) new construction of security standards-compliant accommodation in Mogadishu for UNSOS contractor personnel in response to the 2019 and 2020 mortar attacks on the UNSOS compound; (b) the construction of power stations to allow for the synchronization of generators to reduce fuel consumption and environmental impact in Mogadishu; (c) the construction of horizontal and vertical electrical and water and sanitation infrastructure for the Mombasa Logistics Base, resulting in the elimination of annual requirements for the rental of premises; and (d) the enhancement, back-up and drilling of new water borewells in Mogadishu and five sectors. In addition, a number of activities were carried out to construct or enhance infrastructure in order to mitigate the effects of the COVID-19 pandemic. 28. UNSOS warehousing and storage facilities were affected by the COVID-19 pandemic, insofar as workforce levels were sharply reduced, risk mitigation measures lengthened processes and the full deployment to regional centres was suspended. The service contractor was forced to work with only personnel based within the camp premises, affecting staffing levels throughout the UNSOS area. COVID-19 prevention protocols also affected the physical handling of inbound stocks. Notwithstanding the reduced capacity, essential and crisis management tasks were
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effectively delivered. The Mogadishu Logistics Base continued to operate receipt, storage, distribution and disposal functions, regional warehouses in Jawhar, Baidoa, Kismaayo and Beledweyne were in operation, and Nairobi continued its receipt and distribution functions, particularly with regard to medical support to Mogadishu. 29. During the reporting period, UNSOS operated and maintained 19 aircraft (6 fixed-wing and 13 rotary-wing). Factors such as the deteriorating security situation within the country, Al-Shabaab attacks on AMISOM troops and the inability to use the main supply routes, which were affected by insecurity and rains, created heavy reliance by UNSOS on air support. Given all of the above factors, and to address critical support gaps created by the non-deployment of three military rotary-wing aircraft under a letter of assist with a Member State, UNSOS deployed three rotary - wing aircraft for logistics operations during the reporting period, in excess of the approved fleet strength of five logistical helicopters. As United Nations civilian staff continued to face restrictions on in-mission travel for security reasons, UNSOS relied heavily on commercial third-party vendors and engineering and transportation elements of mission enabling units for the construction of facilities and the transportation of materiel by road. 30. In line with the Administration’s environment strategy, UNSOS established waste management yards at UNSOS and sector headquarters locations, which were fully equipped with industrial and medical incinerators and composters. UNSOS also introduced waste segregation, with the recovered elements being supplied to a local non-governmental organization for recycling. UNSOS operated 49 wastewater treatment plants and used the treated wastewater to water plants and landscaping, which contributed to the reduction of groundwater extraction. UNSOS developed an energy infrastructure management plan that covered all energy improvements and efficiency. The synchronization of power stations at UNSOS headquarters resulted in reduced fuel consumption. UNSOS replaced 70 per cent of its fluorescent lighting tubes with light emitting diodes and installed light sensors at common facilities and air conditioner timers in offices for reduced energy consumption. Regular environmental inspections were conducted at all United Nations-managed facilities in order to ensure compliance. UNSOS continued to raise awareness on environmental protection and the conservation of resources, and the results of all inspections were captured in the mission-wide environmental action plan. 31. UNSOS continued to offer assistance to AMISOM in the development of its environmental policy and standard operating procedures for the management of waste at its camps to improve environmental performance and mitigate the environmental impact associated with its operations, with the involvement of AMISOM military environmental focal points to facilitate improved communication with UNSOS on environmental issues. 32. UNSOS continued to operate its ground transportation fleet of light passenger, armoured, engineering, combat, cargo and specialized vehicles, including donor- provided military-pattern vehicles, and to maintain flexible commercial third-party vehicle maintenance and repair contracts at all UNSOS locations in Somalia. UNSOS greatly reduced the ground vehicle fleet through the enhancement of dispatch services, as well as the use of buses and pooled rides for transportation in Mogadishu. 33. UNSOS continued its efforts to diversify its wide area network (WAN) services, which included both high- and low-orbit services, while local-provider Internet services were maintained to ensure the quality and performance stability of applications such as Office365, Umoja and Inspira. This model served as th e backbone for business connectivity, provided Internet requirements and guaranteed secure communications for both UNSOS and AMISOM for each battalion or sub-unit location, even in remote locations. All major sites maintained permanent
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infrastructure with an emphasis on modular data centres and an incremental transition to the more environmentally friendly cloud infrastructure, combined with a long-term programme to use renewable energy such as solar generators to minimize the carbon footprint of UNSOS. Full deployment of the counter-rocket artillery and mortar (C-RAM) system and other security technology projects was stalled by issues including the COVID-19 pandemic. Nevertheless, in order to provide an early warning of mortar attacks, UNSOS deployed the first C-RAM system in Mogadishu, which became fully operational in late July 2020. Planned deployment is expected to include Kismaayo, Jawhar, Baidoa and either Dhooble or Beledweyne, depending on the anticipated threats. 34. UNSOS continued to operate critical medical facilities at all sector hubs, including level II hospitals in Mogadishu, Dhooble, Baidoa and Beledweyne with three-bed intensive care unit capacity for COVID-19 cases, and a level I-plus clinic was being completed at Kismaayo for AMISOM. UNSOS operated level I clinics at Kismaayo, Jawhar, Baidoa, Beledweyne and Garoowe. All level I clinics in locations without co-located level II hospitals were provided with surge teams of medical personnel to support the handling of COVID-19 cases. The level I-plus clinic in Mogadishu was provided with a surge team of specialists for COVID-19. A reverse transcriptase polymerase chain reaction (RT-PCR) laboratory capable of running 94 samples was established at the Mogadishu level I-plus facility. The level II medical facility in Mogadishu provided enhanced medical support for AMISOM and the Somali security forces. 35. UNSOS, through the Mine Action Service, frequently engaged with the AMISOM Force Commander and Sector Commanders, and provided training to AMISOM troops and police and Somali security forces on explosive hazard mitigation. The Mine Action Service supported AMISOM by conducting convoy movements to deliver logistics, explosives, fuel, water and equipment from Mogadishu to the sectors. The Service also provided technical and policy advice to identify, inform and improve the understanding of explosive hazards to enable improvised explosive device threat and risk mitigation for AMISOM, the Somali security forces and civilians. 36. Through the promotion and implementation of welfare and recreation facilities and programmes, UNSOS continued to enhance the quality of life for personnel, including through the provision of recreational and sporting facilities and morale- boosting and team-building activities. UNSOS also sought to alleviate the effects of COVID-19 on personnel by organizing remote engagement activities for colleagues who were absent from the mission area or physically distanced owing to restrictions on gatherings. 37. To promote occupational safety and health in the workplace, UNSOS conducted training sessions for supervisors, staff and contractors on occupational safety and health awareness, hazard identification and the development of control and mitigation measures. UNSOS also continued to monitor the activities of clients and contractors to curb potential hazards at an early stage and published customized health and safety guidance to provide personnel with advice on workplace health and safety standards. 38. UNSOS continued to train and mentor AMISOM personnel by providing enabling functions, including on medical, signals, movement control, aviation safety and security, property management, warehousing, vehicle repair and recovery, water purification, waste management, environmental management, power generation and distribution, engineering plant operations and catering functions. All training was in compliance with the Secretary-General’s human rights due diligence policy. UNSOS also continued to monitor and evaluate predeployment training conducted by
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AMISOM troop- and police-contributing countries in order to ensure that it was in compliance with the human rights due diligence policy.
Coronavirus disease pandemic
39. On 5 March 2020, the Special Representative of the Secretary-General for Somalia formed a “One UN” COVID-19 task force with representation from UNSOM, UNSOS, the United Nations country team and AMISOM, with the Director of UNSOS designated as the coordinator of the task force. The task force comprised 63 persons divided into four clusters (medical, logistics, communications and policy/ human resources) with an executive body. On 17 March the Special Representative, as the crisis manager, activated the United Nations Somalia crisis management framework and subsumed the task force structure into an executive crisis management team in order to provide the task force with more resources while ensuring leadership, direction and oversight. AMISOM was also integrated into the Somalia crisis management structure and mirrored the United Nations COVID-19 response and preventive measures. Social distancing measures included: the implementation of takeaway-only service from food outlets, the restriction of meetings with external partners, the removal of access to shops and the distribution of personal protective equipment. UNSOS was invited to participate in the host country’s COVID-19 task force and established a relationship with the national laboratory for COVID-19 testing. 40. Upon the declaration that COVID-19 was a global pandemic, all United Nations entities in Somalia adopted a single approach to address health and safety challenges. All international staff members outside of Somalia and those with underlying medical conditions were encouraged to telecommute from their home countries or other preferred locations. Approximately 100 Somalia-based UNSOS international staff members availed themselves of this provision between mid-March and early April of 2020. Simultaneously, an assessment was conducted to determine which functions could be performed from outside Somalia, and personnel who were performing such functions were required to telecommute under alternate working arrangements. 41. The United Nations entities in Somalia also adopted a centrally managed rotation programme, whereby international staff performing critical functions rotated to their home countries under alternate working arrangements. Beginning in March 2020, all national staff members in Somalia and Kenya were required to telecommute under such arrangements and all international UNSOS staff in Kenya were required to telecommute in accordance with United Nations Office at Nairobi guidelines. Only staff members performing critical functions were allowed access to United Nations Office at Nairobi premises. 42. Notwithstanding the fact that staff were working from dispersed locations in different time zones, the quality of service delivery provided by UNSOS remained commendable. Senior management maintained communication with personnel through Internet-based town halls, broadcasts and surveys. Managers remained in contact with staff to assign and monitor deliverables and outputs. Workplace mobility was implemented and promoted through online teams, and staff were oriented to the new technology through workshops, training sessions and one-on-one tutorials. UNSOS faced an urgent need to temporarily shift entirely to online and virtual training for personnel who were working remotely, pending the resumption of face- to-face training, particularly for hands-on skills-based learning. COVID-19 also forced the use of non-physical programme activities by AMISOM and UNSOM in publicity materials and in community-outreach broadcasts to educate the public on the pandemic.
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43. Delivery of life support, such as rations, fuel and water to AMISOM and the Somali security forces, continued during the pandemic to allow them to concentrate on their operational objectives. Adequate personal protective equipment, including face masks, soap and hand sanitizers, was provided to AMISOM. However, the rotation of AMISOM contingents was deferred until 31 August 2020 to stem any spread of the virus to the troop- and police-contributing countries and UNSOS. The capacity of UNSOS to exercise optimum oversight and implement accountability measures for the effective delivery of support to AMISOM, including certification and inspection of contingent owned equipment, remained constrained owing to travel restrictions related to COVID-19. 44. The UNSOS Medical Services Section was tasked with monitoring the 14-day mandatory quarantine to be observed by all mission-related personnel entering Somalia and staying in United Nations-associated camps, as well as managing COVID-19 cases within Mogadishu and other parts of Somalia for mandated clients. United Nations contractors with memorandums of understanding for medical services were also provided with COVID-19 services. The RT-PCR COVID-19 testing facility was extended to all client entities for outward travel as well as for COVID-19 case management. UNSOS also provided support to the Federal Government of Somalia, including the provision of three isolation facilities and the movement of personnel from Kenya into Somalia to establish testing labs and machines at three locations in Somalia. 45. COVID-19 adversely affected the timely completion of activities related to construction, utility installation, security enhancement, maintenance and other facilities improvements. To address the situation and to maintain the efficient delivery of projects and services, UNSOS formulated strategies that included: (a) the isolation of each construction site; (b) the engagement of a reduced, protected construction workforce; (c) planning for and adjusting the timelines of project implementation; and (d) maximizing the engagement of contractor personnel inside UNSOS camps.
C. Mission support initiatives
46. During the reporting period, UNSOS completed its transition to the global mission support structure with the progressive realignment of its functions and work processes. UNSOS maintained the strategy of providing support to AMISOM by combining in-house technical expertise with services provided by third-party commercial entities and by developing and utilizing AMISOM capacity as well as its own. UNSOS continued to engage in a variety of partnerships with AMISOM and with contractors, whereby each party provided relevant resources to accomplish specific tasks. These partnerships enabled UNSOS to operate more effectively in an unstable security environment, reduce staff requirements and other costs, provide AMISOM with ownership of its support operations and support capacity-building efforts for AMISOM personnel. 47. The United Nations remained exposed to Al-Shabaab terrorist threats and clan violence, particularly in southern areas, where most roads were inaccessible owing to the terrorist threat. While UNSOS continued to operationalize mission enabling units to support efforts by AMISOM to open main supply routes, and benefited from the mobility planning training for AMISOM troops in Mogadishu provided by the Mine Action Service, some troop-contributing countries limited their patrols owing to the prevailing security situation or road conditions. As a result, progress in opening and securing routes was affected, and UNSOS was required to take measures to ensure that contingent personnel continued to receive life support through resupply by air to many locations. In order to mitigate the impact of these demands on their planned activities, UNSOS and AMISOM agreed to make the most effective use of available
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resources through a regular review of budgetary performance and major cost drivers, thus ensuring that logistical support to AMISOM remained consistent with operational priorities.
D. Regional mission cooperation
48. UNSOS collaborated with the African Union-United Nations Hybrid Operation in Darfur (UNAMID) for the rotation of troops. UNSOS also assisted with the movement of cargo and customs clearances for the United Nations Organization Stabilization Mission in the Democratic Republic of the Congo and the United Nations Mission in South Sudan (UNMISS) through Mombasa. 49. UNSOS continued to focus on increasing the level of its consultations with the African Union Commission, the Intergovernmental Authority on Development and the United Nations Office to the African Union. It also cooperated with the Transportation and Movements Integrated Control Centre on movement services. UNMISS benefited from the presence of the UNSOS Mombasa Logistics Base and UNMISS staff at the Base managed movement control matters relating to UNMISS. 50. UNSOS continued to use the Global Procurement Support Section in Entebbe, Uganda, to streamline procurement services in the regions of Central and East Africa through joint regional acquisition planning, the development of a regional procurement strategy, regional vendor management and the consolidation of requirements for regional systems contracts. 51. The Regional Service Centre in Entebbe continued the provision of transactional services in human resources and financial management to UNSOS. In addition, UNSOS conducted training for UNSOS and AMISOM personnel at the Service Centre.
E. Partnerships, country team coordination and integrated missions
52. To ensure effective partnership, joint planning and the coordination of the delivery of logistical support to AMISOM and the Somali security forces, UNSOS continued with its regular task force meetings with AMISOM, including through the Joint Support Operations Centre. 53. As part of the United Nations integrated presence in Somalia, UNSOS continued to participate in the coordination of meetings with the United Nations country team for Somalia, the United Nations-AMISOM Joint Working Group on human rights due diligence policy and the Senior Leadership Coordination Forum. The integrated presence facilitated the inclusion of AMISOM in the political process of peacebuilding and State-building activities. 54. During the reporting period, UNSOS provided assistance to the United Nations country team in Somalia with drought and flood relief efforts by facilitating the work of the Disaster Operations Coordination Centres in Mogadishu, Baidoa and Beledweyne. UNSOS representatives were regular participants in meetings of the country team and also supported the team through integrated offices established with UNSOM on electoral assistance, security sector reform and other programmatic areas. UNSOS also participated in the Joint Procurement Task Force, in collaboration with the country team, in order to harmonize procurement activities and develop vendor databases in Somalia. 55. The Head of UNSOS and the Director of UNSOS conducted frequent consultations with their counterparts at the headquarters of the African Union, with
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the Special Representative of the Chairperson of the African Union Commission for Somalia and Head of AMISOM, with the Force Commander and with representatives of troop- and police-contributing countries, the Federal Government of Somalia and Member States, including members of the Security Council, to mobilize and coordinate support to AMISOM and the Somali security forces.
F. Results-based budgeting frameworks
Component 1: provision of logistical support
56. The logistical support provided by UNSOS was aimed at providing effective and efficient logistical, administrative and technical services to AMISOM troops, United Nations troops, African Union police officers, UNSOM and the Somali security forces in joint operations with AMISOM, the latter through the United Nations trust fund in support of the African Union Mission in Somalia and the Somali security forces. In implementing its mandate, UNSOS provided a wide range of support functions, including administrative services, the construction and maintenance of office and accommodation facilities, health care, the establishment and maintenance of information and communications technology infrastructure, air, sea and ground transportation, supply and resupply operations, mine action services and security services. Indicators of achievement listed in the table below that are specific to UNSOS operations are marked with an asterisk (*).
Expected accomplishment 1.1: Rapid, effective, efficient and responsible delivery of the United Nations logistics support package to AMISOM and the Somali security forces
Planned indicators of achievement Actual indicators of achievement
1.1.1 Percentage of approved flight Percentage of approved flight hours utilized (excluding search and hours utilized (excluding search and rescue and medical/casualty evacuation): 91 per cent rescue, medical/casualty evacuation) (2017/18: 85 per cent; 2018/19: 101 per cent; 2019/20: ≥ 90 per cent) 1.1.2 Average annual percentage of Average annual percentage of authorized international posts authorized international posts vacant vacant: 8.7 per cent (2017/18: 12.8 per cent; 2018/19: 12 per 18 new international posts were approved for the 2019/20 period cent; 2019/20: ≤ 8 per cent) at a vacancy rate of 50 per cent. The planned vacancy rate of 8 per cent for the 2019/20 period was against continuing posts
1.1.3 Average annual percentage of Average annual percentage of female international civilian staff: female international civilian staff 24 per cent (2017/18: 28 per cent; 2018/19: 30 per cent; 2019/20: ≥ 36 per cent)
1.1.4 Average number of calendar days Average number of calendar days for roster recruitments, from for roster recruitments, from posting of posting of the job opening to candidate selection, for P-3–D-1 and the job opening to candidate selection, FS-3–FS-7 levels: 110 days for P-3–D-1 and FS-3–FS-7 levels The higher number of days was mainly owing to the slower pace (2017/18: not applicable; 2018/19: not of recruitment from March 2020 in connection with the applicable; 2019/20: ≤ 101) COVID-19 pandemic
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1.1.5 Average number of calendar days Average number of calendar days for post-specific recruitments, for post-specific recruitments, from from posting of the job opening to candidate selection, for P-3– posting of the job opening to candidate D-1 and FS-3–FS-7 levels: 130 days selection, for P-3–D-1 and FS-3–FS-7 The higher number of days was mainly owing to the slower pace levels (2017/18: not applicable; 2018/19: of recruitment from March 2020 in connection with the not applicable; 2019/20: ≤ 120) COVID-19 pandemic
1.1.6 Overall score on the Overall score on the Administration’s environmental scorecard: Administration’s environmental 77 per cent management scorecard (2017/18: 58; The lower score was attributable to the inability of UNSOS to 2018/19: 77; 2019/20: 100) conduct risk assessment at some sites owing to travel bans as a result of the COVID-19 pandemic
1.1.7 Percentage of all information and Information and communications technology incidents resolved communications technology incidents within the established targets for high, medium and low resolved within the established targets for criticality: 91 per cent high, medium and low criticality (2017/18: 71 per cent; 2018/19: 86 per cent; 2019/20: ≥ 85 per cent) 1.1.8 Compliance with the field Compliance with the field occupational safety risk management occupational safety risk management policy: 100 per cent policy (2017/18: 70 per cent; 2018/19: 90 per cent; 2019/20: 100 per cent)
1.1.9 Overall score on the Overall score on the Administration’s property management Administration’s property management index: 1,972 index based on 20 underlying key performance indicators (2017/18: 1,763; 2018/19: 1,922; 2019/20: ≥ 1,800)
1.1.10 Deviation from demand plan in Deviation from demand plan in terms of planned quantities and terms of planned quantities and timeliness of purchase: 12 per cent timeliness of purchase (2017/18: not applicable; 2018/19: 6 per cent; 2019/20: ≤ 20 per cent) 1.1.11 Percentage of contingent Percentage of contingent personnel in standard-compliant United personnel in standard-compliant United Nations accommodation at 30 June, in accordance with Nations accommodation at 30 June, in memorandums of understanding: 100 per cent accordance with memorandums of understanding (2017/18: none; 2018/19: 100 per cent; 2019/20: 100 per cent)
1.1.12 Compliance with United Nations Compliance with United Nations rations standards for delivery rations standards for delivery, quality and (100 per cent), quality (94.8 per cent) and stock management stock management (2017/18: 99 per cent; (95 per cent): 97 per cent 2018/19: 98 per cent; 2019/20: ≥ 95 per cent)
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1.1.13 Improvised explosive device The Mine Action Service provided 4 multi-task teams, 6 mine threat mitigation and explosive ordnance detection teams and 10 landmine detection teams* disposal capacity in support of AMISOM and joint operations between AMISOM and the Somali security forces in line with the transition plan (2017/18: 18 teams; 2018/19: 18 teams; 2019/20: 18 teams)*
1.1.14 Percentage compliance with Compliance with UNSOS compact commitments towards UNSOS compact commitments towards AMISOM: 80 per cent* AMISOM (2017/18: 60 per cent; 2018/19: 80 per cent; 2019/20: 80 per cent)*
1.1.15 Uninterrupted strategic Uninterrupted strategic communications and public information communications and public information services to support AMISOM, UNSOM and UNSOS mandates, services to support AMISOM, UNSOM verifiable through the area of operations and 100 per cent and UNSOS mandates, verifiable through achievement of contractual key performance indicators: 85 per the area of operations and 100 per cent cent (attributable to the COVID-19 outbreak)* achievement of contractual key performance indicators (2017/18: not applicable; 2018/19: not applicable; 2019/20: 100 per cent)* 1.1.16 Uninterrupted maintenance of Uninterrupted maintenance of United Nations-owned transmitter United Nations-owned transmitter sites sites located in Mogadishu and in 3 sectors in Somalia: 100 per located in Mogadishu and in 3 sectors in cent* Somalia (2017/18: not applicable; 2018/19: not applicable; 2019/20: 100 per cent)*
Completed (number or Planned outputs yes/no) Remarks
Service improvements
Support for the implementation of the Yes UNSOS fully implemented all aspects of the supply Administration’s supply chain chain blueprint and guiding documentation provided to management blueprint and strategy date from the Department of Operational Support. The supply chain strategy has been fully adopted, with adjustments made, as applicable, in response to UNSOS-specific operational requirements
Implementation of standardized mission Yes UNSOS achieved full implementation of standardized structures mission structures in 2019/20
Finalization of the Mombasa office Yes UNSOS achieved 96 per cent completion in facility and provision of all United finalization of the Mombasa office facility and Nations staff in Somalia with UNSOS- provision of all United Nations staff in Somalia with owned minimum operating security UNSOS-owned minimum operating security standards- standards-compliant accommodation with compliant accommodation with bathroom facilities. bathroom facilities The delay was attributable to the extreme weather conditions and the COVID-19 outbreak
Revised inbound logistics network, with Yes UNSOS established Mogadishu as the default delivery the main port of entry transferred from location for all inbound cargo unless operational Mombasa to Mogadishu requirements specifically dictated a different delivery port
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Implementation of the electronic fuel Yes UNSOS established full implementation of the management system for all UNSOS fuel electronic fuel management system for all UNSOS fuel requirements (United Nations- and requirements (United Nations- and partner-owned partner-owned equipment) equipment)
Implementation of the mission-wide Yes UNSOS achieved full implementation of the mission- environmental action plan, in line with wide environmental action plan, in line with the the Administration’s environment Administration’s environment strategy. UNSOS strategy achieved significant gains in wastewater management and energy management
Oversight of the occupational safety and Yes UNSOS continued with full implementation of the health risk management of UNSOS oversight of the occupational safety and health risk headquarters and sector headquarters management of UNSOS headquarters and sector headquarters
Aviation services Operation and maintenance of 19 aircraft 19 UNSOS operated and maintained 19 aircraft (6 fixed- (6 fixed-wing and 13 rotary-wing) in wing and 13 rotary-wing). 3 additional rotary-wing 8 locations aircraft for logistical operations were deployed to cover the absence of 3 military rotary-wing aircraft that were to be acquired under a letter of assist, which is still under negotiation with a troop-contributing country
Provision of a total of 12,476 planned 11,476 Flight-hours were provided by UNSOS for all services, flight-hours (9,596 from commercial including passenger, cargo, patrols and observation, providers and 2,880 from military search and rescue, and casualty and medical providers) for all services, including evacuation, comprising: passenger, cargo, patrols and observation, search and rescue, and casualty, medical 10,626 Hours from commercial providers evacuation, troop rotations, ad hoc flights 850 Hours from military providers and other UNSOS support flights
Oversight of aviation safety standards for The reduced number of flight hours was attributable 19 aircraft and 132 airfields and landing mainly to restrictions in connection with the COVID-19 sites pandemic and to the delayed deployment of an AN-26 aircraft UNSOS provided oversight of aviation safety standards for:
19 Aircraft
144 Airfields and landing sites
Budget, finance and reporting services Provision of budget, finance, and Yes Provision of budget, finance, and accounting services accounting services for a budget of for an approved budget of $564.6 million, in line with $569.5 million, in line with delegated delegated authority authority
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Civilian personnel services Provision of human resources services Yes UNSOS administered human resources services to an for up to 579 authorized civilian average of: personnel (370 international staff, 189 national staff and 20 United Nations 501 Civilian personnel, comprising: Volunteers), including support for claims, 336 International staff entitlements and benefits processing, travel, recruitment, post management, 148 National staff budget preparation and staff performance management, in line with delegated 17 United Nations Volunteers authority UNSOS also provided partial human resources support to an annual average of 71 Mine Action Service staff members and contractors and increased its human resources outreach efforts to sensitize clients through several workshops and programmes geared towards increasing client satisfaction
Provision of in-mission training courses Yes UNSOS provided in-mission training courses for 350 for 290 civilian personnel and support for civilian personnel and support for outside-mission outside-mission training for 29 civilian training for 35 civilian personnel personnel
Facility, infrastructure and engineering services
Maintenance and repair services for a Yes UNSOS provided maintenance and repair services for total of 150 mission sites in 7 locations a total of 131 mission sites at 7 locations. The reduced number of sites was the result of changes in AMISOM deployment
Implementation of 15 construction, Yes Construction, renovation and alteration projects, renovation and alteration projects, including security-related projects in sector hubs, were including various security-related works only 60 per cent completed owing to the COVID-19 in Mogadishu International Airport and outbreak, which resulted in a delay in the relocation of sector hubs Kismaayo, Jawhar, Baidoa, facilities at Aden Adde International Airport within a Beledweyne and Dhooble; improvement 150-m zone from the runway and in only 95 per cent of the Mogadishu International Airport completion of the Mombasa Logistics Base. There perimeter fence; relocation of facilities at were also delays in the drilling of borewells owing to Mogadishu International Airport located the security situation within 150-m zone from the runway; Starting in March 2020, UNSOS prioritized only development of the logistics base in essential projects related to security, safety and the Mombasa; and drilling of boreholes in reduction or containment of COVID-19 sectors 1–6
Operation and maintenance of 425 United Yes UNSOS operated and maintained only 410 United Nations-owned generators and 1 solar Nations-owned generators, as 28 generators were still power site under procurement owing to the lack of a systems contract and to the COVID-19 outbreak
Installation of 1 solar power plant was delayed owing to the COVID-19 outbreak
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Operation and maintenance of 56 United Yes UNSOS operated and maintained 44 United Nations- Nations-owned wastewater treatment owned wastewater treatment plants at 7 locations and plants in 9 locations and 150 United 192 United Nations-owned water purification plants at Nations-owned water purification plants 49 locations. The variances in the numbers of units and in 40 locations locations were attributable to changes in AMISOM deployment plans
Provision of waste management services, Yes UNSOS provided waste management services, including liquid and solid waste including liquid and solid waste collection and collection and disposal, at 150 sites disposal, at 150 sites
Operation and maintenance of 38 United Yes UNSOS operated and maintained 38 United Nations- Nations-owned mobile and field kitchens owned mobile and field kitchens at 45 locations in 45 locations
Engineering support to AMISOM (field Yes UNSOS provided to AMISOM: field defence supplies defence supplies, water supply and power at 38 tactical locations, water supply at 71 tactical supply) in up to 80 forward operating locations and power supply at 41 tactical locations bases in 6 sectors
Fuel management services
Management of supply and storage of 31.0 Litres of fuel were supplied across distribution points 34.2 million litres of petrol (9.9 million million and storage facilities at 9 locations. The supplied fuel litres for air operations, 91,547 litres for comprised: naval transportation, 9.7 million litres for ground transportation and 14.5 million 9.6 Litres for air operations litres for generators and other facilities) million and of oil and lubricants across 0.1 Litres for naval transportation distribution points and storage facilities million in 9 locations 8.5 Litres for ground transportation million
12.8 Litres for generators and other facilities million
Geospatial information, and telecommunications technology services
Provision of and support for 19 ultra-high UNSOS provided and supported: frequency repeaters and transmitters and 4,398 trunking radios, including 3,635 22 Ultra-high frequency repeaters and transmitters handheld portable radios, 558 mobile 4,398 Trunking and handheld portable radios radios for vehicles and 205 base station radios 558 Mobile radios for vehicles
205 High-frequency radios Operation and maintenance of a network UNSOS operated and maintained its network for voice, for voice, fax, video and data fax, video and data communication, including: communication, including 20 very small aperture terminals and 60 microwave 28 Very small aperture terminals (8 new) links, and provision of 7 mobile 60 Microwave links containerized equipment rooms and 22 containerized communication systems 36 Containerized communication systems and mobile containerized equipment rooms
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New very small aperture terminals and containerized communication systems were deployed owing to increased numbers of supported AMISOM operating locations
Provision of and support for up to 80 UNSOS provided support for: virtual servers, 1,110 computing devices and 296 printers for an average strength 178 Virtual servers (including 98 new servers) of 1,951 UNSOS/Mine Action Service 1,110 Computers for staff and AMISOM civilian and uniformed end users, in addition to 483 computing 296 Printers for staff devices for connectivity of contingent and other personnel, as well as for other 483 Computing devices for contingent and other personnel common services
Support for and maintenance of 7 local Yes UNSOS supported and maintained 22 local area area (LAN) networks and 1 wide area networks (15 new) and 1 wide area network at 25 sites network (WAN) at 25 sites
Analysis of geospatial data covering Yes UNSOS analysed geospatial data covering 600,000 km2, 600,000 km2, maintenance of topographic maintained topographic and thematic layers and and thematic layers and production of produced 298 maps 300 maps
Support for and maintenance of voice- Yes UNSOS supported and maintained voice and data data connectivity between up to 15 connectivity for up to 15 AMISOM battalions and key AMISOM battalions and key AMISOM AMISOM support locations, including the airport, the support locations, including the airport, seaport, Villa Somalia, the academy and K-4 sites in the seaport, Villa Somalia, the academy Mogadishu and K-4 sites in Mogadishu
Provision of leased-line services between Yes UNSOS provided leased-line services between Mogadishu and Nairobi, Mombasa, the Mogadishu, Nairobi and Mombasa, the United Nations United Nations Logistics Base at Brindisi Logistics Base and the United Nations Information and and Valencia, Spain; provision of fast Communications Technology Facility Internet services for Mogadishu (155 Mb per second) and sector headquarters in The Internet capacity for Mogadishu was increased Somalia; and provision of low-latency from 155 Mb to 533 Mb per second to accommodate high-speed Internet (150/150 Mb per the broadband-intensive nature of a new software second) for Mogadishu and 6 sector suite, Umoja, videoconferencing and other applications headquarters to replace the fibre-optic Low-latency high-speed Internet increased by 50 Mb connectivity in sectors to 200 Mb per second in Mogadishu and sector headquarters in Somalia, increasing the total speed to (480/160 Mb per second) to replace the fibre-optic connectivity in the sectors
Support for and maintenance of a high- Yes UNSOS supported and maintained a high-frequency frequency communications network for communications network for 10,900 Somali National 10,900 Somali National Army personnel Army and Somali security forces personnel via an via an AMISOM liaison net, the Army AMISOM liaison net, the Army Joint Operations Joint Operations Centre, the Army Centre, the Army headquarters, the Army sector headquarters, the Army sector headquarters and the Army brigade headquarters, headquarters and the Army brigade comprising up to 15 high-frequency base radios headquarters, comprising up to 15 high- frequency base radios
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Provision of administration services for Yes UNSOS provided uninterrupted strategic the implementation of the AMISOM, communications and public information services to UNSOM and UNSOS strategic AMISOM, UNSOM and UNSOS by managing the communications programme administration and implementation of communications and public information contracts and by enabling continuous availability of contractual services related to multimedia production and distribution services, print production and distribution services, community outreach, events and stakeholder engagement, satellite news gathering, public address systems and streaming services, and translation and interpretation services, including the monitoring, evaluation and quality control of the above-mentioned services throughout the area of operations in Mogadishu and the sectors
Provision of relevant force multiplier Yes UNSOS provided relevant force multiplier technology technology platforms, as well as training platforms, as well as training through classroom and and support for selected military and online courses, to 487 military and police elements, police elements, which could include including elements of the Somali security forces elements of the Somali security forces
Marine operations
Operation and maintenance of 7 boats Yes UNSOS operated and maintained 6 boats and 25 and 27 outboard engines to patrol the outboard engines to patrol the shoreline for the shoreline for the security of UNSOS, security of UNSOS, UNSOM and AMISOM and other UNSOM and AMISOM and other occupants at the Aden Adde International Airport occupants at the Mogadishu International complex Airport complex UNSOS procured 5 replacement boats to support the operations of AMISOM
Supply of 91,547 litres of petrol, oil and UNSOS provided 101,289 litres of fuel for marine lubricants for naval transportation operations
Medical services
Operation and maintenance of United Yes UNSOS provided operational support and maintenance Nations-owned medical facilities (6 level in 32 locations for: I clinics and 1 level I-plus facility) and support to AMISOM medical facilities 6 United Nations-owned level I facilities in Baidoa, (30 level I clinics, 5 level II hospitals and Beledweyne, Kismaayo, Garoowe, Jawhar and 1 level I-plus facility), as well as 8 Dhooble emergency and first-aid stations in 32 1 Level I-plus hospital utilized by the United Nations in locations Mogadishu was operated by a contracted commercial medical services provider
30 AMISOM level I clinics 4 AMISOM level II hospitals in Mogadishu, Dhooble, Baidoa and Beledweyne
8 Emergency and first aid stations
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Maintenance of contractual service Yes UNSOS maintained contractual service arrangements arrangements with five level III hospitals with five level III hospitals in Nairobi and medical in Nairobi, one level III hospital in evacuation arrangements to advanced medical Mombasa and one level IV hospital in facilities, including to level III and IV hospitals in two Johannesburg, South Africa, and locations (Nairobi and Johannesburg), supported by a maintenance of medical evacuation 14-member aeromedical evacuation team arrangements to advanced medical facilities, including to level III and IV hospitals in two locations (Nairobi and Johannesburg), supported by a 16- member aeromedical evacuation team
Provision of training to 500 AMISOM Yes UNSOS provided and conducted training for 1,224 medical personnel through continuing AMISOM medical personnel through its continuing medical education medical education programme
Mine action and explosive hazard management
Provision of explosive hazard Yes The Mine Action Service provided training to 7,525 management and improvised explosive AMISOM troops, AMISOM police and Somali device threat mitigation capability in all security forces in explosive hazard mitigation and sectors, through technical advisers provided predeployment training to 912 AMISOM embedded in sector and force troops. The Service deployed 24 operational explosive- headquarters, a tailored package of detection dog teams, which supported AMISOM with training, mentoring and specialized the protection of key infrastructure such as airports, equipment relevant to each sector, airstrips and forward operating bases. The Service technical advice for the mission enabling destroyed 2,758 explosive remnants of war and 10 units, explosive-detection dogs and landmines in support of AMISOM stabilization efforts explosive hazard clearance capacity, and and troop operations enhancement of the capability of AMISOM and the Somali security forces to mitigate the threat posed by improvised explosive devices in joint operations, in line with the transition plan
Supply chain management services
Provision of planning and sourcing Yes UNSOS provided planning and sourcing support for an support for an estimated $337.9 million in estimated $364.3 million in the acquisition of goods the acquisition of goods and commodities, and commodities, in line with delegated authority in line with delegated authority
Receipt, management and onward Yes UNSOS received, managed and distributed 8,685 tons distribution of up to 10,000 tons of cargo of assorted cargo for UNSOS, UNSOM and AMISOM for UNSOM, UNSOS and AMISOM within the mission area within the mission area
Security
Provision of round-the-clock security Yes UNSOS provided round-the-clock security protection services in the following locations: services in Mombasa Logistics Base, Nairobi Wilson Mombasa Logistics Base, Nairobi Wilson Airport, Mogadishu, Kismaayo, Baidoa, Beledweyne Airport, Mogadishu, Kismaayo, Baidoa, and Jawhar Beledweyne and Jawhar
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Provision of close protection for 3 senior Yes UNSOS provided close protection for 3 senior United United Nations officials and visiting Nations officials and visiting high-level officials high-level officials
Coordination of ground convoy Yes UNSOS coordinated and supported ground convoy movements at least twice every working movements for UNSOS personnel, as well as air day for UNSOS personnel to visit various missions to various AMISOM locations AMISOM locations
Uniformed personnel services
Emplacement, rotation and repatriation of Yes A total of 10,593 military and formed police personnel a maximum strength of 19,586 authorized were rotated out of Somalia, and 11,048 personnel AMISOM military contingent personnel, were rotated into Somalia. Uniformed personnel 240 AMISOM police officers, 800 rotations were suspended on 4 April 2020 following AMISOM formed police personnel and travel restrictions related to COVID-19 70 United Nations military personnel
Inspection, verification and reporting on Yes UNSOS carried out inspection, verification and contingent-owned equipment and self- reporting on contingent-owned equipment and self- sustainment compliance for an average sustainment compliance for an average strength of 10 strength of 43 United Nations uniformed United Nations uniformed personnel and 19,566 personnel and 20,626 AMISOM AMISOM uniformed personnel (military and formed uniformed personnel (military and police) at all sites. The variances were attributable to the formed police) at all sites reduction in the strength of the United Kingdom support team from 43 to 10, the reduction by 1,000 in the AMISOM authorized troop strength as at 28 February 2020 (in accordance with Security Council resolution 2472 (2019)) and the delayed deployment of two formed police units
Supply and storage of rations, combat Yes UNSOS provided supply and storage of 16,619 tons of rations and water for an average strength rations, combat rations and water for an average of 43 United Nations uniformed strength of 10 United Nations uniformed personnel and personnel and 20,626 AMISOM 19,790 AMISOM uniformed personnel uniformed personnel (military and formed police)
Support for the processing of claims and Yes UNSOS provided support for the processing of claims entitlements for an average strength of 43 and entitlements for an average strength of 10 United United Nations uniformed personnel, Nations uniformed personnel, 19,790 AMISOM 20,626 AMISOM uniformed personnel uniformed personnel and 6 government-provided (military and formed police) and 6 personnel government-provided personnel
Provision of training (including Yes UNSOS provided training to 2,424 AMISOM military predeployment, in-mission and on-the- personnel on topics including predeployment training job training) to 3,097 AMISOM military in African Union/United Nations mandatory policies, personnel, including on aviation security, the human rights due diligence policy, sexual aviation firefighting, movement control, exploitation and abuse, conduct and discipline, communications and information catering services, dengue fever, information and technology, rations, catering, fuel, communications technology, aviation security, general supply, transport, logistics, the firefighting and vehicle maintenance. The actual target human rights due diligence policy, sexual could not be met because UNSOS did not have training exploitation and abuse, conduct and contracts in place for aviation, movement control and discipline and environmental medical training, and because training was suspended management in March 2020 as a result of COVID-19
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Vehicle management and ground transport services
Operation and maintenance of 708 United UNSOS operated and maintained United Nations- Nations-owned vehicles (199 light owned and partner-owned equipment, as listed below: passenger vehicles, 165 special-purpose vehicles, 4 ambulances, 38 armoured 875 United Nations-owned vehicles, including 181 light personnel carriers, 39 armoured vehicles passenger vehicles, 225 special-purpose vehicles, 7 and 263 other specialized vehicles, ambulances, 67 armoured personnel carriers, 58 trailers and attachments and items of armoured vehicles and 337 other specialized vehicles, material-handling and engineering trailers and attachments and items of material-handling equipment) and 63 Mine Action Service equipment fleet vehicles through 6 workshops in 6 63 Mine Action Service fleet vehicles locations; repair and maintenance of 290 items of contingent- and partner-owned 231 Vehicular assets of contingent- and partner-owned equipment (38 light passenger vehicles, equipment, including 25 light passenger vehicles, 73 91 special purpose vehicles, 4 special purpose vehicles, 8 ambulances, 76 armoured ambulances, 104 armoured personnel personnel carriers and 49 other specialized vehicles, carriers and 53 other specialized vehicles, trailers and attachments trailers and attachments); accounting for 708 items of CarLog miscellaneous 708 Items of CarLog miscellaneous equipment transport equipment; and operation of UNSOS provided for the local transportation of local transportation for a monthly passengers at the following locations (monthly average): average of 4,150 passengers in Mogadishu, 1,212 passengers in 3,545 Mogadishu Mombasa and 250 passengers in Nairobi 996 Nairobi
28 Mombasa
Expected accomplishment 1.2: Rapid, effective, efficient and responsive administrative, technical and logistical support services for UNSOM
Planned indicators of achievement Actual indicators of achievement
1.2.1 Percentage of approved flight UNSOM-approved flight hours utilized in 2019, excluding search hours utilized (excluding search and and rescue and medical and casualty evacuation): 93 per cent rescue and medical and casualty evacuation) (2017: 96 per cent; 2018: 101 per cent; 2019: ≥ 90 per cent) 1.2.2 Average annual percentage of UNSOM average annual percentage of approved international authorized international posts vacant posts vacant in 2019: 18 per cent (2017: ≤ 16 per cent; 2018: 6.8 per cent; 2019: 9 per cent)
1.2.3 Overall score on the Overall score on the Administration’s environmental management Administration’s environmental scorecard: 100 per cent management scorecard (2017: 58 per cent; 2018: 75 per cent; 2019: 85 per cent)
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1.2.4 Average number of calendar days Average number of calendar days for roster recruitments, from for roster recruitments, from posting of posting of the job opening to candidate selection, for P-3–D-1 and the job opening to candidate selection, FS-3–FS-7 levels: 88 days for P-3–D-1 and FS-3–FS-7 levels (2017: not applicable; 2018: not applicable; 2019: ≤ 101)
1.2.5 Average number of calendar days Average number of calendar days for post-specific recruitments, for post-specific recruitments, from from posting of the job opening to candidate selection, for P-3–D-1 posting of the job opening to candidate and FS-3–FS-7 levels: 167 days selection, for P-3–D-1 and FS-3–FS-7 The higher average number of days was attributable to one single levels (2017: not applicable; 2018: not recruitment that proved to be more time-consuming than average, applicable; 2019: ≤ 130) comprising more than 900 applicants, with two rounds of written assessments, the second of which involved the manual grading of 77 candidate essays
1.2.6 Percentage of all information and UNSOM information and communications technology incidents communications technology incidents resolved in 2019 within the established targets for high, medium resolved within the established targets for and low criticality: 91.9 per cent high, medium and low criticality (2017: ≥ 92 per cent; 2018: 86 per cent; 2019: ≥ 90 per cent) 1.2.7 Percentage of contingent personnel Percentage of contingent personnel in standard-compliant United in standard-compliant United Nations Nations accommodation at 30 June, in accordance with accommodations at 30 June, in memorandums of understanding: 100 per cent accordance with memorandums of understanding (2017: 100 per cent; 2018: 100 per cent; 2019: 100 per cent)
1.2.8 Compliance with United Nations Compliance with United Nations rations standards for delivery rations standards for delivery, quality and (100 per cent), quality (94.8 per cent) and stock management stock management (2017: 96 per cent; (95 per cent): 97 per cent 2018: 98 per cent; 2019: ≥ 95 per cent)
1.2.9 Percentage compliance with Percentage compliance in 2019 with UNSOS compact UNSOS compact commitments towards commitments towards UNSOM: 100 per cent UNSOM (2017: 100 per cent; 2018: 80 per cent; 2019: 100 per cent)
Completed (number or Planned outputs yes/no) Remarks
Service improvements
Implementation of the mission-wide Yes UNSOM achieved full implementation of the mission- environmental action plan, in line with wide environmental action plan, in line with the the Administration’s environmental Administration’s environmental strategy. UNSOM strategy achieved significant gains in wastewater management and energy management
Aviation services
Operation and maintenance of a total of 4 4 Aircraft were operated and maintained for UNSOM by aircraft (2 fixed-wing and 2 rotary-wing) UNSOS (2 fixed-wing and 2 rotary-wing)
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Provision of a total of 1,152 planned 1,176 Actual flight hours were provided by UNSOS for flight-hours from commercial providers UNSOM from commercial providers for passenger and for passenger and cargo flights cargo flights
Oversight of aviation safety standards for 4 Aircraft were provided with oversight of aviation 4 aircraft safety standards by UNSOS on behalf of UNSOM
Budget, finance and reporting services
Provision of budget, finance and Yes UNSOS provided budget, finance and accounting accounting services for a net budget of services to UNSOM for a net approved budget of $99.5 million for 2019, in line with $97.7 million for 2019, in line with delegated authority delegated authority
Civilian personnel services
Provision of human resources services Yes UNSOS provided human resources services to an for up to 325 civilian personnel proposed annual average of 256 UNSOM civilian personnel in for 2019 (183 international staff, 129 2019 (150 international staff, 97 national staff and 9 national staff and 13 United Nations United Nations Volunteers), including support in the Volunteers), including support for claims, areas of claims, entitlements and benefits processing, entitlements and benefits processing, travel, recruitment, post management, budget travel, recruitment, post management, preparation, training and staff performance budget preparation, training and staff management, in line with delegated authority performance management, in line with delegated authority
Fuel management services Management of supply and storage of Yes UNSOS supplied 6.2 million litres of petrol for 4.7 million litres of petrol (1.0 million UNSOM (2.1 million litres for air operations, litres for air operations, 0.5 million litres 1.6 million litres for ground transportation and for ground transportation and 3.2 million 2.5 million for generators and other facilities) across litres for generators and other facilities) distribution points and storage facilities at 7 locations and of oil and lubricants across distribution points and storage facilities in 5 locations
Geospatial information, and telecommunications technology services
Provision of and support for 365 Yes UNSOS provided and supported 365 handheld portable handheld portable radios and 65 mobile radios for UNSOM personnel and 65 mobile radios for radios for vehicles vehicles
Provision of and support for 423 Yes UNSOS provided support for 423 computing devices computing devices and 77 printers for an and 77 printers for UNSOM personnel, in addition to average strength of 330 civilian and providing support for 20 computing devices to provide uniformed end users, in addition to 20 connectivity for contingent personnel, as well as other computing devices for connectivity of common services contingent personnel, as well as other common services
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Supply chain management services Provision of planning and sourcing Yes UNSOS provided planning and sourcing support for support for an estimated $40 million in the acquisition of goods and commodities for UNSOM the acquisition of goods and for an estimated value of $41.9 million, in line with commodities, in line with delegated delegated authority authority
Uniformed personnel services
Emplacement, rotation and repatriation of Yes A total of 621 UNSOM United Nations Guard Unit a maximum strength of 530 authorized personnel were rotated into Somalia, while 508 were military contingent personnel, 14 United rotated out of Somalia. 14 United Nations police Nations police personnel and 22 personnel and 22 government-provided personnel were government-provided personnel rotated using commercial flights
Supply and storage of rations, combat Yes UNSOS provided supply and storage of rations, rations and water for an average strength combat rations and water for an average strength of of 530 military contingent personnel 604 UNSOM United Nations Guard Unit personnel
Support for the processing of claims and Yes UNSOS provided support for the processing of claims entitlements for an average strength of and entitlements for an average strength of 604 530 military personnel, 14 police UNSOM United Nations Guard Unit personnel, 12 personnel and 20 government-provided police personnel and 18 government-provided personnel personnel
Vehicle management and ground transport services
Operation and maintenance of 140 United Yes UNSOS operated and maintained 142 United Nations- Nations-owned vehicles (129 light owned vehicles for UNSOM as follows: 60 light passenger vehicles, 2 armoured personnel passenger vehicles, 71 armoured vehicles, 2 armoured carriers, 2 items of material-handling personnel carriers, 2 items of material-handling equipment, 2 fire trucks, 3 water trucks equipment, 2 fire trucks, 3 water trucks and 2 fuel and 2 fuel trucks for UNSOM camps) trucks
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III. Resource performance
A. Financial resources (Thousands of United States dollars; budget year is from 1 July 2019 to 30 June 2020)
Variance
Apportionment Expenditure Amount Percentage
Category (1) (2) (3)=(1)-(2) (4)=(3)÷(1)
Military and police personnel Military observers – – – – Military contingents 154 711.8 126 792.5 27 919.3 18.0 African Union police 318.2 203.9 114.3 35.9 African Union formed police units 9 135.1 6 344.2 2 790.9 30.6
Subtotal 164 165.1 133 340.6 30 824.5 18.8
Civilian personnel International staff 75 051.4 75 637.6 (586.2) (0.8) National staff 6 832.2 8 341.9 (1 509.7) (22.1) United Nations Volunteers 1 147.1 1 213.5 (66.4) (5.8) General temporary assistance 514.6 730.9 (216.3) (42.0) Government-provided personnel 232.2 209.7 22.5 9.7
Subtotal 83 777.5 86 133.6 (2 356.1) (2.8)
Operational costs Civilian electoral observers – – – – Consultants and consulting services 1 365.3 392.5 972.8 71.3 Official travel 1 809.0 1 641.0 168.0 9.3 Facilities and infrastructure 87 386.7 99 189.0 (11 802.3) (13.5) Ground transportation 19 946.3 19 309.8 636.5 3.2 Air operations 74 787.5 60 375.5 14 412.0 19.3 Marine operations 103.2 1 801.3 (1 698.1) (1 645.5) Communications and information technology 44 238.3 39 773.8 4 464.5 10.1 Medical 14 199.6 15 478.9 (1 279.3) (9.0) Special equipment – – – – Other supplies, services and equipment 72 779.6 65 054.2 7 725.4 10.6 Quick-impact projects – – – –
Subtotal 316 615.5 303 016.0 13 599.5 4.3
Gross requirements 564 558.1 522 490.2 42 067.9 7.5
Staff assessment income 6 919.8 7 764.7 (844.9) (12.2)
Net requirements 557 638.3 514 725.5 42 912.8 7.7
Voluntary contributions in kind (budgeted) – – – –
Total requirements 564 558.1 522 490.2 42 067.9 7.5
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B. Summary information on redeployments across groups
(Thousands of United States dollars)
Appropriation
Original Additional Revised Group distribution resources Redeployment distribution
I . Military and police personnel 164 165.1 – – 164 165.1 II. Civilian personnel 83 777.5 – 2 360.0 86 137.5 III. Operational costs 316 615.5 – (2 360.0) 314 255.5
Total 564 558.1 – – 564 558.1
Percentage of redeployment to total appropriation 0.4
57. During the reporting period, funds were redeployed to group II, civilian personnel, primarily to cover higher-than-budgeted actual costs for national staff as a result of the implementation of interim salary survey recommendations for national staff in Somalia. Funds were available for redeployment from group III, operational costs, primarily because of reduced requirements for air operations, other supplies, services and equipment, and communications and information technology.
C. Monthly expenditure pattern
160 000.0
140 000.0
120 000.0
100 000.0
80 000.0
60 000.0 Thousands of United States dollars dollars States United of Thousands
40 000.0
20 000.0
— July August September October November December January February March April May June 2019 2019 2019 2019 2019 2019 2020 2020 2020 2020 2020 2020
58. The higher expenditures in July 2019 were attributable mainly to the increase in commitments for rations, the rental of aircraft and mine action services. The higher expenditures in September 2019 were attributable mainly to the increase in
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commitments for contingent-owned major equipment and self-sustainment. The higher expenditures in January 2020 resulted mainly from expenditures on construction for the provision of overhead protection to staff and contractors.
D. Other revenue and adjustments
(Thousands of United States dollars)
Category Amount
Investment revenue 3 092.3 Other/miscellaneous revenue 4 161.2 Voluntary contributions in cash – Prior-period adjustments – Cancellation of prior-period obligations 14 057.5
Total 21 311.0
E. Expenditure for contingent-owned equipment: major equipment and self-sustainment
(Thousands of United States dollars)
Category Expenditure
Major equipment Military observers – Military contingents 51 033.8 Formed police units 2 297.1
Subtotal 53 330.9
Self-sustainment Military contingents 17 577.4 Formed police units 534.4
Subtotal 18 111.8
Total 71 442.7
F. Value of non-budgeted contributions
(Thousands of United States dollars)
Category Actual value
Status -of-forces agreementa 108 302.2 Voluntary contributions in kind (non-budgeted) –
Total –
a Estimated value of land provided to UNSOS by local authorities for the Mombasa Logistics Base ($0.7 million) and of various locations within Somalia ($104.1 million), as well as fees waived for airport, embarkation and disembarkation, and overflight and navigation charges in Somalia ($3.0 million) and airport passenger taxes waived in Somalia ($0.5 million).
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IV. Analysis of variances1
Variance
Military contingents $27 919.3 18.0%
59. The reduced requirements were attributable mainly to: (a) rations, owing to the new lower-cost contract for rations and lower-than-budgeted warehousing and transportation costs for rations; (b) contingent-owned equipment: self-sustainment, owing mainly to the deployment of self-sustainment capabilities by AMISOM troop- contributing countries at lower-than-established standards; (c) travel on emplacement, rotation and repatriation, owing mainly to the postponement of the rotation of 3,654 AMISOM military contingents as a result of travel restrictions related to COVID-19; and (d) troop payments, due to the reduction in the strength of the support team from the United Kingdom from 43 to 10. The reduced requirements were offset in part by increased requirements for contingent-owned equipment: major equipment, owing mainly to the increased availability and improved performance and serviceability of major equipment, and by the reimbursement to an AMISOM troop- contributing country for major equipment lost in hostile action.
Variance
African Union police $114.3 35.9%
60. The reduced requirements were attributable mainly to reduced requirements for rations due to the use of existing stocks and to the postponement of rotations owing to COVID-19.
Variance
African Union formed police units $2 790.9 30.6%
61. The reduced requirements were attributable mainly to: (a) rations, owing to the postponement of the deployments of two AMISOM formed police units (320 personnel), the new lower-cost contract for rations and lower-than-budgeted warehousing and transportation costs for rations; (b) contingent-owned equipment: major equipment, for two units, owing to delays in procurement and transport; (c) freight and the deployment of contingent-owned equipment, as one unit was not deployed during the performance period; and (d) travel on emplacement, rotation and repatriation, owing mainly to the postponement of the deployments of three AMISOM formed police units (480 personnel) as a result of COVID-19. The reduced requirements were offset in part by increased requirements for contingent-owned equipment: self-sustainment, owing to higher-than-budgeted levels of self- sustainment deployed by one formed police unit.
Variance
International staff ($586.2) (0.8%)
62. The increased requirements were attributable mainly to accelerated recruitment against new posts that had been approved for the 2019/20 budget period at a vacancy rate of 50 per cent. The increased requirements were offset in part by reduced requirements for danger pay, as a result of staff members in Somalia opting for alternate working arrangements because of COVID-19.
______1 Resource variance amounts are expressed in thousands of United States dollars. Analysis is provided for variances of at least plus or minus 5 per cent or $100,000.
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Variance
National staff ($1 509.7) (22.1%)
63. The increased requirements were attributable to: (a) the implementation of interim salary survey recommendations for national staff in Somalia (4.7 per cent increase for National Professional Officers and 11.5 per cent increase for General Service); and (b) the application of revised salary scales for national staff in Kenya, effective 1 November 2019 (0.6 per cent increase). The increased requirements were offset in part by higher-than-budgeted vacancy rates (National Professional Officers were budgeted at 22 per cent, while the actual average was 27.5 per cent, and General Service staff members were budgeted at 8 per cent, while the actual average was 20.1 per cent).
Variance
United Nations Volunteers ($66.4) (5.8%)
64. The increased requirements were attributable mainly to higher-than-budgeted expenditures relating to pre-departure, settling-in grant and repatriation expenditures.
Variance
General temporary assistance ($216.3) (42.0%)
65. The increased requirements were attributable mainly to the temporary recording of salary and entitlements for one international staff member under general temporary assistance instead of under international staff.
Variance
Government-provided personnel $22.5 9.7%
66. The reduced requirements were attributable mainly to lower-than-budgeted expenditures on travel upon assignment and repatriation owing to travel restrictions in connection with the COVID-19 pandemic.
Variance
Consultants and consulting services $972.8 71.3%
67. The reduced requirements were attributable mainly to the cancellation of planned consultancy activities as a result of restrictions in connection with the COVID-19 pandemic.
Variance
Official travel $168.0 9.3%
68. The reduced requirements were attributable mainly to the suspension of all official travel for training as a result of travel restrictions in connection with the COVID-19 pandemic.
Variance
Facilities and infrastructure ($11 802.3) (13.5%)
69. The increased requirements were attributable mainly to: (a) the requirement for the construction of overhead protection and security enhancements for standards- compliant office and residential facilities for staff and contractors in the aftermath of
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the January 2019 mortar attack on the United Nations compound in Mogadishu; (b) the acquisition of safety and security equipment, owing mainly to the procurement of essential security and firefighting equipment, including spare parts, and the procurement of personal protection equipment for new formed police unit camps and for the replacement of worn-out equipment; and (c) the acquisition of prefabricated facilities, accommodation and refrigeration equipment for new installations in formed police unit camps and replacement ablutions units in Mogadishu and the sectors. The increased requirements were offset in part by reduced requirements under: (a) maintenance services and sanitation and cleaning materials as a result of COVID- 19; (b) petrol, oil and lubricants, owing mainly to the lower actual average price per litre and lower-than-budgeted consumption of fuel by 1.6 million litres due to the implementation of fuel control measures; and (c) construction materials and field defence supplies, owing mainly to supplies having been received from UNAMID.
Variance
Ground transportation $636.5 3.2%
70. The reduced requirements were attributable mainly to petrol, oil and lubricants, owing mainly to the lower actual average price per litre (budgeted: $0.86; actual average: $0.75), and lower-than-budgeted consumption by 1.2 million litres due to implementation of fuel control measures and restricted mobility as a result of COVID- 19; and to repairs and maintenance, owing to a new lower-cost contract that did not include spare parts. The reduced requirements were offset in part by the procurement of two fire trucks, an aircraft deck loader, three forklifts, two utility terrain vehicles, one container handler and two fuel trucks, and increased requirements for spare parts.
Variance
Air operations $14 412.0 19.3%
71. The reduced requirements were attributable mainly to: (a) the rental and operation of fixed-wing aircraft, owing to the delayed deployment and lower contractual cost of an AN-26 aircraft, the lower contractual cost of a DHC-8 aircraft and a lower number of flight hours as a result of the COVID-19 outbreak; (b) the rental and operation of helicopters, owing to the non-deployment of three military helicopters, the lower contractual cost of three new civilian helicopters and a lower number of flight hours as a result of the COVID-19 outbreak; (c) petrol, oil and lubricants, attributable mainly to the lower cost per litre of aviation fuel and to a reduced number of flights due to COVID-19; and (d) landing fees and ground handling charges owing mainly to the delayed deployment of an AN-26 aircraft and a reduced number of flights.
Variance
Marine operations ($1 698.1) (1 645.5%)
72. The increased requirements were attributable mainly to the procurement of five inflatable boats and outboard motors for AMISOM and to the acquisition of sea containers for the transportation of equipment and supplies from vendors to the UNSOS area of operations.
Variance
Communications and information technology $4 464.5 10.1%
73. The reduced requirements were attributable mainly to: (a) telecommunications and network services, owing mainly to lower service rates and the Dhuusamarreeb
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office not yet being operational; (b) spare parts, owing to the use of existing supplies; and (c) public information and publication services, owing to the reduction of in- person activities due to COVID-19. The reduced requirements were offset in part by increased requirements under communications and information technology equipment, owing mainly to requirements for static electronic countermeasures for AMISOM, and under maintenance of communications and information equipment.
Variance
Medical ($1 279.3) (9.0%)
74. The increased requirements were attributable mainly to a provision in the amount of $3.1 million for the UNSOS share of the United Nations system-wide medevac arrangements and to the acquisition of medical equipment, services and supplies in connection with the COVID-19 pandemic. The increased requirements were offset in part by reduced requirements under medical services, owing to reduced numbers of medical evacuations by UNSOS to destinations outside of Somalia and to a decrease in the number of individuals requiring level III hospitalization.
Variance
Other supplies, services and equipment $7 725.4 10.6%
75. The reduced requirements were attributable mainly to: (a) other freight, owing mainly to the ability to ship cargo directly to Mogadishu instead of through Mombasa, and to the lower cost of transport of rations within Somalia using third-party logistics contractors; (b) other services, owing mainly to the lower cost of third-party warehousing services; and (c) individual contractual services, as a result of COVID - 19. The reduced requirements were offset in part by increased requirements for mine detection and mine clearing services, owing mainly to the acquisition of magnetometer detection technology, mine-protected vehicles and to the replacement of armoured vehicles related to mine-clearing services.
V. Actions to be taken by the General Assembly
76. The actions to be taken by the General Assembly in connection with the financing of support for AMISOM, UNSOM and the Somali security forces on joint operations with AMISOM and other immediate activities related to a future United Nations peacekeeping operation are: (a) To decide on the treatment of the unencumbered balance of $42,067,900 with respect to the period from 1 July 2019 to 30 June 2020; (b) To decide on the treatment of other revenue/adjustments for the period ended 30 June 2020 amounting to $21,311,000, from investment revenue ($3,092,300), other/miscellaneous revenue ($4,161,200) and the cancellation of prior-period obligations ($14,057,500).
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VI. Summary of follow-up action taken to implement the decisions and requests of the General Assembly in its resolution 74/295
(Resolution 74/295)
Decision/request Action taken to implement decision/request
Also emphasizes the importance of overall budgetary UNSOS is cognizant of the importance of budgetary performance in peacekeeping operations, and requests the performance and makes comprehensive efforts to Secretary-General to continue to implement the implement the recommendations of the oversight recommendations of the relevant oversight bodies, while bodies and the recommendations of the General giving due regard to the guidance and recommendations Assembly in the preparation and implementation of of the General Assembly, and to report thereon in the and reporting on its budgets. context of the performance reports (para. 8).
Notes with grave concern the threat to life, health, safety Please refer to paragraphs 39–45 of the present and security caused by the coronavirus disease (COVID- report for information on the Support Office’s 19) pandemic and the importance of ensuring the safety, response to the COVID-19 pandemic. security and health of peacekeeping personnel, maintaining the continuity of critical mandate delivery, including protection of civilians, minimizing the risk of mission activities causing the virus to spread and, where appropriate, and within mandates, supporting national authorities, upon their request, in their response to COVID-19, in collaboration with the Resident Coordinator and other United Nations entities in the country (para. 9).
Requests the Secretary-General to include in his next UNSOS drew from the lessons learned in preparing performance report information on how the Support to address the Ebola epidemic of 2014/15 and for the Office has responded and on lessons learned from past prevention of other communicable diseases in and present epidemics and pandemics, and to propose Somalia. options for improving future preparedness for epidemics The early activation of the COVID-19 crisis and pandemics, including for business continuity management framework under the leadership of the (para. 10). Special Representative of the Secretary-General for Somalia proved pivotal in shaping an effective preparedness and response posture. The integration of the entire United Nations family and AMISOM into the Somalia crisis management structure also facilitated the shaping and implementation of unified system-wide mitigation and response measures. UNSOS was also invited to participate in the host country’s COVID-19 task force and established a relationship with the national laboratory for COVID- 19 testing. Moving international personnel with underlying medical conditions and those performing non-location- dependent functions out of the country on a telecommuting basis, and implementing a system- wide personnel rotation programme, also enabled UNSOS to ensure that adequate medical capacity was in place to address any potential outbreak in Somalia.
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Decision/request Action taken to implement decision/request
UNSOS was also able to adjust modalities for the delivery of essential life support such as rations, fuel and water to AMISOM and the Somali security forces during the pandemic, although the capacity of UNSOS to implement optimal oversight and accountability measures for the effective delivery of support to AMISOM, including certification and inspection of contingent-owned equipment, remained constrained owing to travel restrictions related to COVID-19. The UNSOS Medical Services Section effectively monitored the observance of the mandatory quarantine by all mission-related personnel entering Somalia and staying in United Nations-associated camps, and managed COVID-19 cases within Mogadishu and other parts of Somalia for mandated clients. UNSOS was able to effectively realign resources to address emergent COVID-19 requirements; hence, activities related to construction, utility installations, security enhancement, maintenance and other facilities improvements were reprioritized, and resources were redeployed for the acquisition of critical COVID-19 mitigation and response requirements.
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