Annexes “A” - Project Description
BACKGROUND: This project is a
component of Canada's larger Courthouse Construction Project in which
the Government of Canada, through Global Affairs Canada, is collaborating with
the HJC of the Palestinian Authority to support the HJC’s goal to
upgrade it courthouse facilities. The project is composed of three elements.
- Construction of the Tulkarem Courthouse –
constructed by UNOPS and handed over to the HJC in November 2015.
- Construction of the Hebron Courthouse –
construction commenced overseen by UNDP with handover to HJC expected in
summer 2021.
- HJC's Facilities Management Capacity Building –
the subject of this Administrative Arrangement.
Considerable efforts have been made over the last 10-15 years to
strengthen the institutional capability of the security and justice sector in
the West Bank with the objective of improving access to justice and the rule of
law for all citizens, including the provision of new courthouse facilities.
Court assets and facilities are wholly owned and managed by the Palestinian
Authority (PA) through the High Judicial Council (HJC), with the Office of the
Attorney General being a subsidiary client.
Six courthouses have been newly constructed to international
design and construction standards, including the Tulkarem Courthouse, financed
by Canada. Nevertheless, the courthouses do not share common design and
operating features, thus leading to systemic inefficiencies in daily
maintenance and equipment repair and replacement. This lack of common design features, coupled
with the inefficient and ageing existing courthouses, requires that the HJC
develop a modern capacity to strategically plan, manage, and operate its
systems of courthouse facilities. In
recognition of the need for improved facilities management, the HJC received
approval from the President of the Palestinian Authority in January 2018 to
create within its organization a new systemic Facilities Management Unit (FMU);
the new unit will require capacity-building at the level of human resources,
organizational policies and systems, and provision of material and include the inter-alia the following:
- strategic planning and programming of (new) capital investments in
accordance with the institutions’ mandate, including inter-alia,
development of common design standards and requirements for new facilities;
undertaking life-cycle cost analysis of new designs, etc;
- operational policies and procedures;
- asset maintenance and servicing;
- equipment depreciation and replacement;
- cost control systems;
- service standards and quality monitoring;
- tenant, contractors, service representatives and supplier liaison
and relations;
- procurement and inventory control;
- financial management including future capital investment
requirements and operating and maintenance budget planning;
- human resource
management;
- by-law and code compliance.
- reporting, tracking, quality assurance, plans,
procedures, etc;
- coordination of staffing and sub-contractor/service
resources;
- Interface with other HJC departments (Procurement, HR,
Finance, etc.)
PROJECT
OUTCOMES, OUTPUTS AND ACTIVITIES
The Facilities Management Assistance Project (FMAP) has been
designed in discussion with the HJC and follows an initial understanding of the
current capability within the HJC to perform facilities management of its
assets and facilities. The expected ultimate outcome of the project is to
contribute to an increased access for men, women, girls and boys to effective
and equitable justice services provided by HJC. This will be achieved also
though an increased functionality of the FM system in the HJC to effectively
manage facilities in a sustainable manner and according to international
standards.
The project will achieve the following intermediate outcomes:
- Increased functionality of the FM system (by FMU personnel) in the
HJC to effectively manage facilities in a sustainable manner and according to
international standards;
- Strengthened institutional policy
framework and enabling environment for environmental sustainability and gender
equality and gender parity (by HJC personnel) in HJC in the area of facility
management.
Immediate outcomes:
- Strengthened capabilities to manage the facilities of the HJC at
the strategic, management and operational levels;
- Increased access to recognised standard tools, technologies and
systems to operate, manage and maintain the HJC assets and facilities;
- Increased control over the following environmental indicators: waste
generation and separation, water consumption, greenhouse gas emissions
- Improved knowledge to apply gender equality and environmental
perspectives in the major policy and planning documents and to introduce
organizational practices aiming at those sustainability measures.
The project has eleven major outputs:
1.
Technical assistance provided to have a Facilities Management Unit
(FMU) in place with an organisational structure;
2. Technical assistance provided to train HJC staff on HJC's internal development of
a policy framework including, planning, quality control, environmental
management, standard operating procedures and associated tools;
3.
The capacity of material needs assessment has been developed and
that strategic procurement is undertaken by the HJC;
4.
Capacity building activities (including trainings, study tours,
workshops, certified courses) on FM provided to personnel;
5.
Computerized Maintenance Management System (FMS) / Help Desk
software system operationalized in the FMU, including a suitable module for
environmental management.
6.
Specific material and equipment for maintenance provided to FMU,
which will contribute to proper functioning of the facilities components which
should positively impact environment
7.
Environmental management policy developed.
8.
Trainings on gender equality principles and practices to achieve
gender equality in organizations; training and capacity development on
environmental management and standards
9.
Gender equality perspectives advocated for the major policy and
planning documents guiding facility management;
10. Technical
assistance provided to train HJC staff in HJC's development of polices and
organizational practices (especially for human resources recruitment and
management) to achieve gender equality advocated in the FMU;
11. Support
to the HJC for the development of SOPs for any and all of the above as
applicable.
Appendix A (Indicative Results Chain) summarizes the process from
project inputs through to the ultimate outcome. UNOPS is responsible and
accountable for delivering all outputs and all immediate and intermediate
outcomes listed above.
PROJECT METHODOLOGY
Following a more thorough needs assessment following signature of
this Agreement, UNOPS will support the FMU in a full range of activities aiming
at creating a functional structure for the FMU on three levels: a) Senior
Management and Strategic Planning: b) Management; and c) Operational. These
three levels of activities will overlap and optimize the interaction between
them. UNOPS will act as a technical assistance body to FMU personnel in the
development of a functional FMU structure, while also directly providing
capacity building at all levels.
HJC will be primarily responsible for the development of their own
structure, polices, SOPs, etc., by applying a ‘learning by doing’ approach,
that will not only impart knowledge and experience, but also increase ‘buy-in’
and ownership for the project. During
project implementation period, HJC facility management operations will be ongoing,
and this will be taken into consideration while developing the detailed project
plan.
UNOPS will coordinate with FMU the development of a Computerized
Maintenance Management System aiming to optimize processes and data management
on the basis of a state of requirements. In particular, UNOPS will facilitate
the development and adoption in the FMU on procedures for facilities data
collection that will populate the FMS.
UNOPS activities will be implemented over a period of 36 months
and will include the following activities at the respective levels of the
project:
Senior
Management and Strategic Planning Level
1.
Undertake a full assessment of the current capability of the HJC
at the level of senior management and strategic planning (including sex
disaggregated data and gender and environmental sensitivity) to identify major
gaps; UNOPS will take into considerations the outputs and recommendations from
previous projects (EU and Canada) with HJC.
2.
Build consensus for the project and its desired outcomes and
benefits;
3.
As required, assist the FMU in organizational development
including inter-alia, support in elaborating/developing the organization chart,
including reporting structures; development of job descriptions, etc.
4.
Support FMU in the development of: i) strategic and operational
goals for FM (including promotion of gender equality and environmental
sustainability), ii) long term strategic plans for future capital investment in
assets and facilities, including environmental investments with medium term
returns).
5.
Assist FMU in the review of current policies, systems and
procedures in use by the HJC in regard to FM, by also ensuring i) the
compliance to the Palestinian law, ii) best practices in environmental
management, and iii) that gender equality perspectives are evident in the major
policy and planning documents
guiding FM.
6.
Develop a gender equal HR system[1]
that will include but is not limited to the following measures: a) contact
local professional and academic networks to reach out to qualified women, b)
ensure qualified women enter the shortlist as to make it diverse, c) conform
gender diverse interview panels that are knowledgeable on recruitment policies
gender provisions developed in the policy documents of FMAP, d) ensure written
tests are anonymous, include in the list of recommended candidates women
candidates and give priority to them in case of equal capacities, e) ensure
that training opportunities are equally granted according to the job position,
f) performance evaluations are fair and transparent, g) establish exit interviews.
7.
Support HJC in the development of multi annual budgets for both
the long term capital investment needs of the HJC and the FM of HJC assets and
facilities, including budget allocations for gender equality initiatives and
for environmental improvements.
Management
Level
1.
Undertake a full assessment of the current capability of the HJC
at management level (including employment data analysis, pay analysis, gender
sensitivity and environmental impacts analysis);
2.
Build consensus for the project and its desired
outcomes and benefits;
3.
Undertake an organizational capacity assessment
(OCA) of FMU during the overall project implementation.
4.
Develop a Gender Action Plan (GAP) for the FM unit
to advance gender equality in the workforce and ensure that women are
represented in leadership roles and decision-making, in alignment to the management and operational goals for HJC FM.
5.
Provide capacity building,
including i) trainings and credited courses for FM manager (regional or
local facility mangers) on international approaches and standards, including
environmental standards, also provided by the specialized international bodies
for FM; ii) Organization of technical workshops for managers team (including
systems, tools and procedures for FM) iii) participation of FM managers to
study tours to keep them up to date with state-of-the-art practices and
technologies; iv) trainings on gender equality principles and organizational
practices for gender equality;
6.
Provide capacity building to enable participation in the testing
and commissioning of new facilities by proper coordination and time management
of the required resources.
7.
Provide technical assistance to FMU for the creation/update of FM
SOPs for the following work streams:
- Financial (budget);
- Administration;
- Procurement (including procurement of spare parts, maintenance,
long terms agreements for
consumables). Ensure FMAP personnel are trained on sustainable procurement,
including green procurement and gender in procurement practices such as mapping
of women-own enterprise and/or small and medium enterprises, tailor procurement
documents to include gender, evaluate offers according to gender requirements,
establish gender quotas according to market maturity
- Monitoring of the Gender Action Plan;
- Facility data collection and record, with emphasis on collection
of environmental data (waste generation broken down by stream and final
destination; electricity consumption per area; water consumption per area;
assessment of A/C usage; travel patterns data; and others identified as
relevant)
- Facilities design and management ensuring suitable SOPs for the
development of new, standardized, environmentally sustainable, and gender equal
infrastructure designs;
- Quality control and assurance;
- FM records at the level of the entire system
- Document control;
- FM planning;
- Training;
8.
Contract suppliers for the development of a FM software (FMS), by
coordinating with FMU all steps of the needs assessment, software development
and adoption (dedicated personnel from FMU will be involved in all phases). The
FMS will include an environmental management module.
9.
Support the development of a monitoring and evaluation mechanism
for FM as well as for continues improvement.
10.
Procurement of light tools, toolkits and spares parts
for the FMU as needed and of maintenance vehicle/s dedicated to the FMU (the
list of material will be defined during project implementation according actual
needs). Energy efficiency and low toxicity will be prioritised in all
procurement whenever possible, through the use of internationally recognised
eco-labels such as Energy Star, European Flower, EPEAT or equivalent).
11.
Equip two (2) of the three planned HJC maintenance
centres, including the north maintenance centre, via close mentoring by the
project, enabling HJC to adopt this centre as a model for any other maintenance
centre needed in the future.
Operations
Level
1. Undertake a full assessment of the current capability of the HJC
at the operational level, including gender and environmental gaps;
2. Build consensus for the project and its desired outcomes and
benefits;
3. Provide technical assistance for the creation of FM operational
SOPs for the following:
- Annual facility plan at the level of individual facilities;
- Assets and equipment inventory and records;
- Equipment maintenance and replacement;
- Technical operation and maintenance for HJC facilities (Civil,
Electrical, Mechanical, IT);
- Facilities operational risk management;
- Quality monitoring and maintenance audits;
- Communication procedures;
- Analysis of current waste streams, identification of
public/private waste recycling contractors, all resulting in a waste management
plan that enables HJC to coordinate with relevant entities within the
Palestinian Authority to enhance and implement achievable levels of
reuse/recycling.
- SOP for environmental foot print report (covering greenhouse gas
emissions based on the WRI&WBCSD Greenhouse Gas Protocol, water, waste)
with recommendations to HJC for its implementation.
- Space management procedures;
- Maintenance planning (including preventive and predictive
maintenance) and coordination with end users;
- Extraordinary maintenance;
- Emergency and evacuation;
- Safe and comfortable use of HJC facilities for occupants and
non-occupants;
- Regular asset/facility inspection and performance/condition
assessment and reporting;
4. Provide capacity building for the FMU in order to be able to
participate in the testing and commission of newly built facilities. It is
foreseen that the FMU would have a role in the final commissioning for Hebron
Courthouse which is currently under construction (in case the commissioning
date of Hebron Courthouse intersects with the implementation period of this
activity).
5. Training on the FMS to enhance the technical capacity of the HJC
staff (software users, administrators, IT specialists and systems maintenance);
6. Organization of technical workshops for the operational team
(including: monitor contractors performance, record of available spare parts,
support facility manager in forecast annual needs of spare parts, maintenance
tools usage and assets in maintenance
budget building). ToR for delivery of outsourced services (e.g. cleaning) will
include provisions on environmental requirements and, if necessary,
environmental training of personnel.
7. Provide specific training on gender equality in HR
Practices and gender equality principles.
The internal FM unit policies must
nevertheless be consistent with overall HR policies of the PA