secretariat for administration and finance (saf)scm.oas.org/pdfs/2012/cp28025e.pdf · quota...

Original: English

OAS QUARTERLY RESOURCE MANAGEMENT REPORT

DECEMBER 31, 2011

PRELIMINARY AND UNAUDITED

An overview of the financial position of the funds administered by the General Secretariat for the period from January to December

of 2011, and status report on other management activities

GENERAL SECRETARIAT (GS/OAS) 1889 F Street, N.W., Washington, D.C. 20006, USA

www.oas.org

Secretariat for Administration and Finance (SAF)

Organization of AmericanStates

3 FREQUENTLY ASKED QUESTIONS 5 SECTION I 6 QUARTERLY REPORTS IN COMPLIANCE WITH AG/RES.1(XL‐E/10) 30 ACTIVITIES CURRENTLY DELAYED DUE TO INSUFFICIENT HUMAN AND FINANCIAL RESOURCES 33 GS/OAS IMPROVEMENTS AND EFFICIENCIES 46 RECOMMENDATIONS OF THE BOARD OF EXTERNAL AUDITORS 50 SECTION II 51 2011 OAS RESOURCES BY CHAPTER 51 All Chapters 56 Chapter 1 ‐ Office of the Secretary General (SG) 59 Chapter 2 ‐ Office of the Assistant Secretary General (ASG) 62 Chapter 3 ‐ Autonomous and/or Decentralized Entities 65 Chapter 4 ‐ Secretariat for Legal Affairs (SLA) 68 Chapter 5 ‐ Secretariat for Multidimensional Security (SMS) 71 Chapter 6 ‐ Secretariat for Political Affairs (SPA) 74 Chapter 7 ‐ Secretariat for Integral Development (SEDI) 77 Chapter 8 ‐ Secretariat for External Relations (SER) 80 Chapter 9 ‐ Secretariat for Administration and Finance (SAF) 83 Other Activities

87 SECTION III 88 FINANCIAL STATEMENTS AND REPORTS REGULAR FUND Combining Financial Statements Regular Fund Budget Execution Status Report Quota Payments Quota Compliance Report Regular Fund Cash Flow: Liquidity Risk Analysis SPECIFIC FUNDS Specific Funds: Statement of Changes in Fund Balance Resolution CP/RES. 831 (1342/02)

SERVICE AND REVOLVING FUNDS Indirect Cost Recovery (ICR) Service and Revolving Funds: Statement of Changes in Fund Balance

OTHERS Cash Contributions to OAS chapters by Donor and Fund (new) Projects Submitted to the Project Evaluation Committee (PEC) in 2011 89 GLOSSARY (NEW)

CONTENT This quarterly report presents an overview of the financial position of the General Secretariat and a status report on other management activities. Where possible, information is presented on a comparative basis.

This report is formatted into three sections, as follows:

FREQUENTLY ASKED QUESTIONS 1. Where can I find a brief summary of the financial position of the General Secretariat as a whole as well as highlights of the important activities that took

place during the last quarter? An executive summary of the financial situation of the General Secretariat can be found on Section I pages 7 to 10 (click the link for direct access).

2. How can I determine if management has complied with the reporting requirements on administrative and financial management issues as established

by the General Assembly? Section I A page 6 of the OAS Quarterly Resource Management Report is presented in compliance with resolution AG/RES.1 (XL‐E/10) which man‐

dates the General Secretariat to present its administrative and financial management reports to the CAAP on a quarterly basis showing the pro‐gress attained in austerity, efficiency, effectiveness, transparency, and prudence in the use of the Organization’s resources.

3. Where can I find a report on management progress in addressing recommendations from the Board of External Auditors?

The Board of External Auditors recommendations for 2010 can be found on Section I page 46. 4. Where can I find information on administrative efficiencies being achieved?

Section I pages 30 to 42 provides a description of these improvements and efficiencies by department. 5. Which reports tell me how many people are employed by the OAS, where they work and how these employment contracts are financed?

Detailed employee information distributed by Chapter, Department, and source of financing is found on Section II pages 50 to 86. 6. Where can I find a status report on the execution of the Regular Fund Program‐Budget?

Section I, page 7 ‐ the executive summary in compliance with resolution AG/RES.1 (XL‐E/10) provides a discussion on Regular Fund budget execu‐tion.

Section II page 50 provides a very high level summary by Chapter and Fund. Section III page 88 provides the most detailed Budget Execution report including transfers between Chapters.

7. Where can I find detailed reports on all of the sources of financing to the OAS, the uses of those funds and the projects that are being executed?

All GS/OAS resources at a glance can be seen on the consolidated statements on Section I page 11. GS/OAS inflows by Fund can be found on Section I pages 7 and 12. GS/OAS outflows by Fund, object category, and disbursements by location can be found on Section I pages 7 and 12. Execution by Chapter and Department is reported under Section II page 50. Specific Fund execution by project is reported under Section III page 88.

3

8. Where can I find a report on indirect cost recovery and how these funds have been used? A detailed report on Indirect Cost Recovery (ICR) is found on Section III page 88.

9. Who are the top contributors to the Organization so far this year?

A summary of the top 15 contributors by Source of Financing can be found on Section I page 12. A detailed report on contributions to OAS funds by Donor is found on Section III page 88. In addition a detailed report on contributions by chapter is found on Section III page 88.

10. What is the cash flow outlook of the Regular Fund for the remainder of the year?

A 2011 Regular Fund actual cash balance is found on Section I page 13. 11. Where can I find information on the number of persons employed under personal service contracts to the OAS, where those services are being pro‐

vided, and how they are being financed? Information regarding persons employed under personal service contracts is reported by Chapter and Department on Section II page 50.

12. Where can I find information on staff separations during the year?

Section I page 18 provides information on separations by Chapter, Source of Funding and employee grade. 13. What activities have been delayed or suspended as a result of the budget cuts and insufficient resources?

Section I pages 30 to 32 provides a description of SAF by Department and Office of the activities that have been delayed or suspended due to insuf‐ficient human and financial resources.

14. Where can I find information on project activities in member states?

Disbursements by country are presented on the map in Section I page 15. Additional project activities in Member States can be found on Section III page 88.

15. Where can I find a glossary of terms and definitions used throughout the Quarterly Report ?

A glossary of the most frequently used terms in this document can be found on Section III page 89.

FREQUENTLY ASKED QUESTIONS

4

SECTION I

The reports included in this section are intended to serve as a comprehensive management guide to the strategic allocation of resources. These reports are also intended to inform on the General Secretariat’s compliance with mandates of the General Assembly that address policies affecting administration and management, as well as to show progress in attaining austerity, efficiency, accountability, effective‐ness, transparency, and prudence in the use of the Organization’s resources. Furthermore, these reports include a follow‐up of the recom‐mendations from the Board of External Auditors. This section is divided into the following sub‐sections:

Quarterly Reports in Compliance with AG/RES.1 (XL‐E/10)

Activities Currently Delayed Due to Insufficient Human and Financial Resources

GS/OAS Improvements and Efficiencies

Recommendations of the Board of External Auditors

5

ADMINISTRATIVE AND FINANCIAL MANAGEMENT REPORTS

This section is presented in compliance with the quarterly reports requested of the General Secretariat through Resolution AG/RES.1 (XL‐E/10) “Program‐Budget of the Regular Fund of the Organization for 2011 and Contributions to FEMCIDI” under section III.A.2.b.

This section includes the following reports:

QUARTERLY REPORTS IN COMPLIANCE WITH AG/RES.1 (XL‐E/10)

6. Information on external contributions to support the activities of the organization, as well as contributions to building main‐tenance and improvements.

7. Information on the progress in implementing the Interna‐tional Public Sector Accounting Standards.

8. Information on additional costs incurred further to nonobser‐vance of meetings’ scheduled times.

9. Information on the foundations, civil society organizations, and other private entities that carry out projects with specific funds, including details on their areas of activity and the work carried out by the Secretariat for External Relations that forges cooperation between the Organization and these pri‐vate entities.

1. Executive summary / discussion and analysis of the report at the management level that summarizes the financial situa‐tion of the General Secretariat.

2. Detailed financial reports, including budgetary execution of the Regular Funds and the voluntary, specific, service, in‐cluding indirect cost recovery (ICR), and trust funds.

3. Detailed information on the management of human re‐sources, including information on staff transfers, reclassifi‐cations, resignations and terminations, and the budgetary impact of these changes, as well as gender distribution and geographic representation.

4. Detailed information on travel expense control measures as detailed in paragraph III.A.11 of this resolution.

5. Detailed information on the income generated through the rental of conference rooms and the Hall of the Americas.

6

1. Executive Summary / Discussion and Analysis of the report at the management level that summarizes the financial situation of the General Secretariat.

SECTION I ADMINISTRATIVE AND FINANCIAL MANAGEMENT REPORTS IN ACCORDANCE TO AG/RES.1(XL‐E/10)

Regular Fund and Indirect Cost Recovery Account

Resolution AG/RES. 1 (XL‐E/10) CORR. 1, authorized the General Secre‐tariat to execute up to USD 85.3 million for 2011 Regular Fund activities. At the end of the fiscal year, USD 83.1 million or 97.3% had been obli‐gated or expended. USD 2.5 million was not transferred from the ICR fund, and 2011 execution was reduced by that amount. As of December 31, 2011, the ICR account reported an operating deficit of USD 1.0 million. This operating deficit drew down the cash balance of the ICR account, reducing it from USD 2.3 million at the beginning of the year to 1.3 million at the end of 2011. Obligations at year end amounted to USD 1.3 million to cover employment contracts through the first three months of 2012. As part of a plan to fund unbudgeted increases by the UN cost of living adjustment index and increased termination costs, the Permanent Coun‐cil approved in October a temporary loan of USD 3.7 million from the OAS Scholarship and Training Programs Fund to Subprogram 72G of the Regu‐lar Fund (Scholarships Account). This temporary loan was effected through a transfer of USD 3.7 million of incurred scholarship expenses from Subprogram 72G to the OAS Scholarship and Training Programs Fund, providing availability within the Regular Fund to cover the pro‐jected increase in COLA and termination costs. Additional measures were taken through year‐end to ensure that person‐nel execution remained within the authorized limit and that financial re‐sources in the Regular Fund and ICR Account were sufficient to meet costs. These include the suspension of the budgeted transfer of USD 2.5 million from the ICR Account to the Regular Fund during fiscal year 2011, the reduction of Regular Fund execution to USD 83.1 million (USD 2.2 mil‐lion below the approved level) and a temporary transfer during the fourth quarter of twenty seven short‐term administrative positions with a cost of USD 330.7 thousand from the Regular Fund to the ICR Account.

Inflow of Funds

The reduced pace of incoming funds compared to previous years, as re‐ported in the first three quarters of the year, continued through the end of 2011, affecting the majority of funds managed by the General Secre‐tariat. Inflows to all funds through the end of the year totaled USD 163.4 million, a decline of USD 25.7 million or 13.6% (mainly due to Specific Funds contributions) when compared to the same period in 2010. Inflows include cash receipts from member states and donors, as well as interest earnings, rental and miscellaneous income and exclude USD 24.5 million of transfers between funds and accounts within the General Secretariat. While most Member States met their agreed‐upon Regular Fund quota payment schedules through year end, the balance due level at the end of the year increased for the first time in three years. The balance due is composed of non received current quota assessments of USD 1.8 million and quota arrears of USD 1.1 million. Inflows to Specific Funds totaled USD 60.8 million at the end of the year, representing a decrease of USD 13.1 million when compared to 2010. A four‐year downward trend in Specific Fund contributions continued in 2011 with a resulting impact on the Service and Revolving Funds, as indi‐rect cost recovery is reduced. Inflows to the Voluntary Fund (FEMCIDI) amounted to USD 2.3 million, compared to USD 1.8 million in the prior year. This is mainly due to timing of receipts, as the United States pledge (USD 1.2 million), traditionally received in December, was received in February 2011.

Outflow of Funds

Despite the decline of incoming funds, outflows across all funds remained relatively constant when compared to 2010. As of December 31, the GS/

7

1. Executive Summary / Discussion and analysis of the report at the management level that summarizes the financial situation of the General Secretariat (continued).


OAS had spent and entered into commitments a total of USD 186.3 mil‐lion (USD 189.8 million in 2010). Outflows in the Regular Fund decreased to USD 83.5 million from USD 90.8 million in 2010 as a result of a lower approved budget and reduced execution as referenced above. Specific Fund outflows of USD 79.3 mil‐lion were slightly higher than the comparable period in 2010. FEMCIDI outflows of USD 2.2 million were lower than the previous year mainly due to the extended executing cycle which also impacted the administrative support to the Regular Fund as the new cycle has not been approved yet. Specific Funds execution amounted to USD 72.5 million. Over 73% of exe‐cution is focused on three chapters, Chapter 5 ‐ Secretariat for Multidi‐mensional Security USD 21.4 million, Chapter 6 ‐ Secretariat for Political Affairs USD 19.9 million and Chapter 7 ‐ Secretariat for Integral Develop‐ment USD 11.8 million. Likewise, execution of the following five projects totaled 24% of overall execution: Support Peace Process Colombia (USD 6.8 million), Port Security (USD 3.2 million), Civil Registry (USD 3.1 mil‐lion), AICMA/Mine Action Program‐Colombia (USD 2.4 million) and EOM 2010 Haiti (USD 1.7 million).

Quota Receivable

Fourteen Member States earned a combined total of USD 422.3 thousand in prompt payment discounts toward their 2012 quota assessment. As of December 31, 2011, total outstanding quota receivable was USD 2.9 mil‐lion, out of which USD 0.2 million is backed by approved payment plans as follows: Jamaica (USD 50.2 thousand) and Nicaragua (USD 137.3 thou‐sand). No payment plan had been presented for the remaining USD 2.7 million in quota receivable, hence the timing of these receipts was un‐clear. These include: Antigua and Barbuda (USD 17.5 thousand), Grenada (USD 57.7 thousand), Honduras (USD 43.7 thousand), Saint Vincent and the Grenadines (USD 6.3 thousand) and Venezuela (USD 2.6 million).

Regular Fund Financial Position

During the year, the Regular Fund recorded increases (including quota payments, rental and other income) of USD 80.5 million and decreases of USD 83.5 million, resulting in an operating deficit of USD 2.9 million which equals the outstanding quota receivables of USD 2.9 million.

GS/OAS Investment Policy

All of the cash available for use in carrying out the activities of the Regular Fund, Specific Funds, Voluntary Fund, Service Funds and certain Trust Funds of the OAS are consolidated in the OAS Treasury Fund that is ad‐ministered by the General Secretariat. Amounts not immediately re‐quired for operations are invested in accordance with the guidelines pre‐scribed in the GS/OAS’ investment policy1. GS/OAS applies a conservative risk profile in the management of assets in the OAS Treasury Fund. The investment policy requires that OAS invest in high quality instruments that preserve principal, maintain sufficient li‐quidity to meet forecasted cash needs, and deliver competitive returns subject to prevailing market conditions. The portfolio is also diversified in order to minimize credit risk and excludes the OAS from investing in com‐plex derivative securities. GS/OAS investment guidelines place emphasis on capital preservation over income generation resulting on high credit quality securities.

General Economic Outlook

The biggest issues facing the global economy in the third quarter remain in the fourth quarter: the crisis in the Eurozone and uncertainty about the path of U.S. monetary and fiscal policy. Europe’s economic problems have

1 ‐ The OAS Treasury Fund does not contain the investments of the Retirement and Pension Fund, the Medical Benefits Fund or the Rowe Pan American Fund. These assets are managed by separate and independent committees operating under investment policies with risk pro‐files different from GS/OAS’ treasury management policy.

8



a high probability of getting worse potentially dragging the United States into another recession. Even without the sovereign debt crisis, the United States is in a challenging situation, demonstrating extremely slow growth and a dormant job market. The sluggish expansion continues to be a con‐cern and has left the economy vulnerable to shocks. For all of 2011, the U.S. economy grew 1.7 percent, and in the last quar‐ter, it grew at 2.8 percent, the fastest pace since the spring of 2010; indi‐cators of spending, production, and job market activity have shown some signs of improvement. In the last quarter of 2011, Americans spent more on vehicles, and companies restocked their inventory at a fast pace. While conditions have improved in the last few months of 2011, the pace of the recovery has been very slow, particularly from an unemployment point view which at the end of the year was still a high 8.5%. Moreover, overall growth last quarter of 2011 was held back by cuts in government spending. Many people are reluctant to spend more or buy homes, and many employers remain hesitant to hire, even though job growth has strengthened. The year 2011 was flat but volatile for the markets; however, as of the end of the year, the 3‐year annualized return for the S&P was 14%. Long maturity U.S. treasuries became the preferred assets to buy. As equities suffered, bonds and the U.S. dollar rallied. In the face of U.S. debt ceiling issues and global credit issues, the United States saw significant inflows into treasuries, which pushed yields down and resulted in long‐term treasuries having a positive year. At the end of the fourth quarter, the yield on a 30‐year Treasury bond was 2.89%, just 1 basis point less than that at the end of the third quarter. The yield on the 10‐year Treasury note, decreased from 1.92% at the end of the third quarter to only 1.89% at the end of the fourth. And short‐term Treasury yields stayed un‐changed and very low, with the three‐month Treasury bill yielding only 0.02% at year‐end.

The declining interest rate environment persists and leaves the OAS with limited opportunities to generate investment returns. The OAS will con‐tinue to position itself within the parameters of its investment policy and guideline to preserve capital and continue to outperform its blended benchmark comprised of: Salomon 3‐month CD, Merrill Lynch 1‐3 year government/corporate bond index, and Merrill Lynch 1‐5 year govern‐ment/corporate bond index.

GS/OAS Composition and Performance

The GS/OAS continues to shorten the investment horizon of its portfolio during the fourth quarter due to a difference in timing between receipts and required expenditures. Managing the liquidity risk facing the OAS comes at the cost of reduced rates of return and higher premiums that continue to diminish the investment income during 2011. As investments have matured or as they have been sold what is available to reinvest these funds are investments with a lower prevailing interest rate. The GS/OAS investment guidelines call for maturities to be distributed among short term (90‐365 days), medium term (average maturity of 2 years) and long term (average maturity of 4 years). The maturity seg‐ments generally should approximate 30‐40% of the total portfolio valua‐tion. As of December 31, the investment portfolio of the GS/OAS was com‐prised of the following (in millions of USD):

Cash Equivalents (Money Market Funds, Commercial Paper)

17.4

Government and Agency Bonds 5.8 Asset‐Backed Bonds 15.9 Agency Backed Bonds 5.5 Corporate Bonds 52.3

Total USD 96.9

9



As of December 31, the Treasury Fund held USD 96.9 million in cash and investments for the following funds (in millions of USD): USD 91.6 million (95%) of the cash and investments of the Treasury Fund are under active management by Bank of America Global Capital Manage‐ment. This segment of the OAS Treasury Fund serves as the repository for those funds whose operational requirements are greater than a year. As of December 31, the OAS’ portfolio had an unrealized gain of USD 723,000. The remaining Treasury Fund assets USD 5.3 million are invested in short‐term liquid assets such as money market funds and overnight repurchase agreements in order to meet projected short‐term (1‐3 months) cash requirements. During the fourth quarter, the OAS Treasury Fund had an average return of 1.27% and the overall average return for 2011 was 1.16%.

Regular Fund 0.6 Specific Funds 78.6 Voluntary Funds (FEMCIDI) 7.0

Service and Revolving Funds 8.6

Trust Funds Operating Cash 2.1

Total USD 96.9

10

CHANGES IN FUND BALANCE

BEGINNING BALANCE

INFLOWS

OUTFLOWS

ENDING BALANCE

BUDGET

EXECUTION

VARIANCE

(1) Includes Medical Benefits Trust Fund, Rowe Pan‐American Fund and Trust for the Americas.

(2) Includes transactions between funds like transfer, payment of services and administrative support.

115.2 44.6 2.3 63.3 2.9 2.1

83.0 84.9 217.8

85.3 148.2

16.7 2.2 31.0

Regular Fund TOTAL 2011Specific Funds

333.0

Voluntary Funds (FEMCIDI)

5.1

Specific Funds

Other Funds

61.3

Other Funds (1)

2.1

Service and Revolving Funds

33.1

27.9

3.8

44.6

TOTAL 2011

80.5 2.3 60.8 16.4 163.4

Service and Revolving FundsRegular Fund


‐ 6.2 81.8

(2.9) 6.3 63.3

44.9 136.7

BUDGETARY EXECUTION

(83.4) (2.2) (79.3) (29.6) (16.7) (186.7)

113.4

Interfund

Transactions (2)

‐

(24.5)

24.5

‐

6.3

0.8 0.5

11.3

10.0

4.0

0.00.5 0.6

1.0

4.4

14.3

‐

2

4

6

8

10

12

14

16

Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec

TABLES AND CHARTS ‐ GS/OAS FINANCIAL PERSPECTIVE ‐ AS OF DECEMBER 31, 2011 GS/OAS Resources (in millions of USD)


Regular Fund Cash Balance 2011 (in millions of USD)

11

80.582.4

89.3

83.684.6

17.0

20.1

34.8

20.7

27.9

18.4

16.5

24.9

23.9

16.47.0

7.1 4.6 1.8 2.3

77.7 77.667.8 73.9

60.8

‐

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

2007 2008 2009 2010 2011

3.5

3.0

1.5

1.5

1.3

1.1

1.1

1.1

1.0

United States

Canada

Brazil

Mexico

Spain

Netherlands

Argentina

Colombia

Sweden

Intl. Org. for Migration

United Nations

Chile

European Union

CONAE

Other Member States

Others

71.3

22.1

7.9

7.5

6.1

4.5

6.8

83.4

24.727.6 29.6

90.5 90.892.0

80.5

79.3

72.0

78.5

67.064.3

19.7

20.016.718.116.4

24.7

14.9

2.24.7

6.4 6.77.6‐

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

100.0

2007 2008 2009 2010 2011

Regular Fund Specific Funds

Service and Revolving Funds Other Funds


TABLES AND CHARTS ‐ GS/OAS FINANCIAL PERSPECTIVE ‐ AS OF DECEMBER 31, 2011 Trend of Inflows by Fund

(in millions of USD)

Trend of Outflows by Fund (in millions of USD)

Top 15 Contributors (in millions of USD)


Total 2011: USD 187.9M*

Total 2011: USD 211.2M*

Total : USD 211.2M*

Total : USD 141.3M

Personnel 81.6

Temporary Posts 8.8

Fellowships 8.8

Other outflows 9.5

Equipment, Supplies and

Maintenance 4.8

Documents 1.6 Travel 16.3

Building and Maintenance 13.8

Performance Contracts 40.0

Other expenses 26.0

Outflows by Category (in millions of USD)

*Includes Inter‐fund transactions of USD 24.5 million

12

Original Appropriation

TransfersModified

AppropriationExecution Variance

CHAPTERS (a) (b) (c) (d) (e) = (c) ‐ (d)

Chapter 1 ‐ Office of the Secretary General 2,761.8 1,384.2 4,146.0 4,086.0 60.0

Chapter 2 ‐ Office of the Assistant Secretary General 16,358.1 232.6 16,590.7 16,391.9 198.8

Chapter 3 ‐ Autonomous and/or Decentralized Entities 12,177.4 (542.3) 11,635.1 11,188.3 446.8

Chapter 4 ‐ Secretariat for Legal Affairs 3,587.3 (947.9) 2,639.4 2,639.4 ‐

Chapter 5 ‐ Secretariat for Multidimensional Security 3,921.6 78.4 4,000.0 3,888.0 112.0

Chapter 6 ‐ Secretariat for Political Affairs 4,784.3 (530.1) 4,254.2 4,142.0 112.2

Chapter 7 ‐ Executive Secretariat for Integral Development 14,441.2 (2,649.1) 11,792.1 10,804.9 987.2

Chapter 8 ‐ Secretariat for External Relations 4,333.2 564.8 4,898.0 4,811.6 86.4

Chapter 9 ‐ Secretariat for Administration and Finance 10,922.5 (10.0) 10,912.5 10,890.1 22.3

Chapter 10 ‐ Basic Infrastructure and Common costs 12,062.4 2,419.4 14,481.8 14,197.9 283.9

Grand Total 85,349.8 ‐ 85,349.8 83,040.2 2,309.6

TABLES AND CHARTS ‐ REGULAR FUND APPROPRIATION & EXECUTION ‐ AS OF DECEMBER 31, 2011 2011 Appropriations and Financing

(in thousands of USD)

2011 Regular Fund Budget Execution by Chapter (in millions of USD)

2011 Regular Fund Budget Execution (in thousands of USD)

Original ModifiedAppropriations

Personnel 54,943.8 54,943.8 Non‐personnel 30,406.0 30,406.0

85,349.8 85,349.8

ProjectedActual

Dec. 31, 2011 Sources of Financing

Quota Assessment 80,950.8 78,784.6

Admin. and Tech. Support 3,064.0 a ‐

Other Income 1,335.0 b 1,704.2

85,349.8 80,488.8

a) ICR Collection from Specific Funds (USD 2,500.0) and FEMCIDI (USD 564)

b) Interest, rents, refunds and deobligations income

Modified Appropriation Expenditures Obligations

16.6

4.1

11.6

2.6

4.0 4.34.9

14.5

10.911.8

‐

2

4

6

8

10

12

14

16

18

CHP 1 CHP 2 CHP 3 CHP 4 CHP 5 CHP 6 CHP 7 CHP 8 CHP 9 CHP10

‐

0.2

0.1

‐ ‐

0.7

‐

0.1

0.3

16.2

4.1

11.1

2.63.9 4.1 4.8

13.9

10.810.1

‐


13

62.964.0

65.6

70.4

74.7

78.0 77.5

77.378.6 81.0

73.7 73.7 73.7

77.478.5

79.1

2004 2005 2006 2007 2008 2009 2010 2011

YEAR

Assessment Current

MemberState

Quota Receivable(current and arrears) Quota Payments

BalanceDue

MemberState

Quota Receivable(current and arrears) Quota Payments

BalanceDue

Antigua and Barbuda 17,900 366 17,534 Haiti 72,264 72,264 ‐ Argentina 2,619,400 2,619,400 ‐ Honduras 43,709 ‐ 43,709 Bahamas 62,800 62,800 ‐ Jamaica 134,552 84,402 50,150 *Barbados 48,900 48,900 ‐ Mexico 6,641,100 6,641,100 ‐ Belize 17,900 17,900 ‐ Nicaragua 230,672 93,371 137,301 *Bolivia 37,500 37,500 ‐ Panama 133,000 133,000 ‐ Brazil 6,487,700 6,487,700 ‐ Paraguay 101,228 101,228 ‐ Canada 11,225,600 11,225,600 ‐ Peru 451,100 451,100 ‐ Chile 875,300 875,300 ‐ St. Kitts and Nevis 17,900 17,900 ‐ Colombia 684,400 684,400 ‐ St. Lucia 17,900 17,900 ‐ Costa Rica 152,500 152,500 ‐ 17,900 11,581 6,319 Dominica, Comm. Of 17,900 17,900 ‐ Suriname 36,700 36,700 ‐ Dominican Republic 168,000 168,000 ‐ Trinidad and Tobago 124,000 124,000 ‐ Ecuador 168,900 168,900 ‐ United States 48,512,700 48,512,700 ‐ El Salvador 85,700 85,700 ‐ Uruguay 147,700 147,700 ‐ Grenada 57,682 ‐ 57,682 Venezuela 2,652,552 57,000 2,595,552 Guatemala 152,500 152,500 ‐ Guyana 17,900 17,900 ‐ Total 82,215,559 79,307,312 2,908,247

* Has submitted a payment plan.

St. Vincent and the Grenadines

TABLES AND CHARTS ‐ QUOTAS ‐ AS OF DECEMBER 31, 2011 Quota Receivable vs Quota Payments

(in USD)


1.33.2

12.5

18.7

21.2

2.9

0.9

10.9

2004 2005 2006 2007 2008 2009 2010 2011

YEAR

Total Quota Assessment vs. Actual Payments (in millions of USD)

Uncollected balances at the end of the year (in millions of USD)

14

TABLES AND CHARTS ‐ DISBURSEMENTS BY LOCATION‐ AS OF DECEMBER 31, 2011 Disbursements by Location (in millions of USD)

Belize Bahamas0.29 0.19

Honduras Dominican Republic0.15 0.43

Mexico1.72 Costa Rica Saint Kitts and Nevis

0.85 0.20Guatemala1.85 Panama

0.72 El Salvador Haiti Antigua and Barbuda1.21 Suriname 2.44 0.23

0.14 Nicaragua1.77 Guyana Jamaica Dominica

0.11 0.70 0.14Colombia3.51 Venezuela Santa Lucia

0.09 0.22 BarbadosEcuador 0.390.89 Saint Vicent and the Grenadines

0.21 GrenadaPeru 0.260.94

Trinidad and TobagoBolivia 0.290.34

Paraguay0.82 Brazil

1.18 Argentina1.98

Uruguay1.47

Headquarters (DC)175.47 TOTAL DISBURSEMENT USD 201.20 M


The General Secretariat executes numerous activities throughout its member states, requiring payment for goods and services in their corresponding local cur‐rencies. The following Figure shows disbursements by location through the year 2011, totaling USD 201.2 million. The majority of disbursements occur in Head‐quarters, mostly due to payroll expenses and infrastructure costs. In Latin America, a great majority of disbursements are related to the Mission to Support the Peace Process in Colombia (MAPP), sustainable development ac‐tivities in Argentina, and fire arms control and judicial facilitator activities in Guatemala. There were no disbursements for activities held in Canada or Chile. Disbursements in the Caribbean are also significant due to projects related to electoral observation and civil registry in Haiti.

15

2. Detailed financial reports, including budgetary execution of the Regular Fund and the voluntary, specific, service, in‐cluding indirect cost recovery (ICR), and trust funds.


ALL CHAPTERS


Chapter 1 ‐ Office of the Secretary GeneralBUDGETEXECUTIONVARIANCE

Chapter 2 ‐ Office of the Assistant Secretary GeneralBUDGETEXECUTIONVARIANCE

Chapter 3 ‐ Autonomous and/or Decentralized EntitiesBUDGETEXECUTIONVARIANCE

Chapter 4 ‐ Secretariat for Legal AffairsBUDGETEXECUTIONVARIANCE

Chapter 5 ‐ Secretariat for Multidimensional SecurityBUDGETEXECUTIONVARIANCE

Chapter 6 ‐ Secretariat for Political AffairsBUDGETEXECUTIONVARIANCE

Chapter 7 ‐ Secretariat for Integral DevelopmentBUDGETEXECUTIONVARIANCE

Chapter 8 ‐ Secretariat for External RelationsBUDGETEXECUTIONVARIANCE

Chapter 9 ‐ Secretariat for Administration and FinanceBUDGETEXECUTIONVARIANCE

TOTAL OTHER ACTIVITIESBUDGETEXECUTIONVARIANCE

TOTALBUDGETEXECUTIONVARIANCE

(a) Includes accounts such as Parking Services, Rental Hall of the Americas, Building and Maintenance and Tax Equalization. See Section III of this report for further details. (b) Includes preliminary balances for the Trust for the Americas, Rowe Fund Pan‐American and Medical Benefits Trust Fund.

2,064 44,446 115,118 2,310 2,885 63,357 56

24,333 61,188 333,222 83,040 2,182 84,938 8,934 22,269 16,742 218,104 85,350 5,067 148,295 8,990

20,131 12,728 51,690 284 ‐ 16,374 822 1,927 29,491 48,898

14,198 ‐ 4,475 158

99 ‐ 0

14,482 ‐ 20,849 980 22,058 42,219 100,587

22 ‐ 104 (226)

559 ‐ 15,785 10,890 ‐ 740 3,695 460 ‐ 15,785 10,912 ‐ 845 3,469

‐ ‐ 6,585 86 ‐ 426 (13) 0 ‐ 501

4,812 ‐ 1,619 154

130 14,103 40,977

4,898 ‐ 2,046 142 0 ‐ 7,086

987 2,885 22,939 (67)

186 14,812 69,255 10,805 2,182 13,983 543 56 709 28,278 11,792 5,067 36,921 476

134 ‐ 29,669 112 ‐ 4,476 (146) 102 ‐ 4,544

4,142 ‐ 23,861 1,532

105 ‐ 14,275

4,254 ‐ 28,337 1,386 236 ‐ 34,213

112 ‐ 14,179 (121)

106 ‐ 44,206 3,888 ‐ 25,069 973 1 ‐ 29,931 4,000 ‐ 39,247 852

‐ ‐ 6,659 ‐ ‐ 1,182 14 0 ‐ 1,197

2,639 ‐ 3,969 50

3,275

2,639 ‐ 5,152 64 0 ‐ 7,855

2,752 (144) (632) 852

29,182 ‐ 9,043 1,104 1,267 3,305 25,907

11,795 960 636 4,157

18,040 ‐ 866 ‐ 481 (6) 193

950 502 196 ‐

6,146 5,561

585

‐ 1,431 496 389 ‐ 18,906

163 24

139

‐ ‐ ‐

1,673 1,229

444

164 222 (58)

447

‐ ‐ ‐

‐

‐

‐

199

60

11,635 11,188

4,146 4,086

16,591 16,392

TOTAL Specific Funds Indirect Cost

Recovery (ICR) Other Accounts (a)


Other Funds (b)

Voluntary Funds (FEMCIDI) Regular Fund

16

No. CHAPTER FUND GRADE No. CHAPTER FUND GRADEChapter 1. Office of the Secretary General (SG) Chapter 5. Secretariat for Multidimensional Security (SMS)Transfer in Transfer out

1 Chapter 2. Office of the Assistant Secretary General (ASG) RF P02 ‐1 Chapter 2. Office of the Assistant Secretary General RF P04 1 Chapter 6. Secretariat for Political Affairs (SPA) SF P01 ‐1 Chapter 6. Secretariat for Political Affairs RF P03

Transfer out ‐1 Chapter 9. Secretariat for Administration and Finance SF G04‐1 Chapter 2. Office of the Assistant Secretary General RF P03 ‐1 Chapter 7. Executive Secretariat for Integral Development RF P04 ‐1 Chapter 2. Office of the Assistant Secretary General RF P03 Chapter 5 Net Transfer of Posts = 0‐1 Chapter 9. Secretariat for Administration and Finance RF G05 ‐1 Chapter 5. Secretariat for Multidimensional Security FND Assoc. Chapter 6. Secretariat for Political Affairs (SPA)‐1 Chapter 9. Secretariat for Administration and Finance RF G03 Transfer in

Chapter 1 Net Transfer of Posts = ‐3 1 Chapter 5. Secretariat for Multidimensional Security RF P033 Chapter 7. Executive Secretariat for Integral Development SF P01

Chapter 2. Office of the Assistant Secretary General (ASG) 1 Chapter 7. Executive Secretariat for Integral Development SF P03Transfer in 1 Chapter 9. Secretariat for Administration and Finance SF G05

1 Chapter 1. Office of the Secretary General RF P03 1 Chapter 7. Executive Secretariat for Integral Development RF P041 Chapter 1. Office of the Secretary General RF P03 1 Chapter 7. Executive Secretariat for Integral Development SF P021 Chapter 3. Autonomous and/or Decentralized Entities RF G05 Transfer out1 Chapter 5. Secretariat for Multidimensional Security RF P04 ‐1 Chapter 1. Office of the Secretary General SF P01 1 Chapter 7. Executive Secretariat for Integral Development SF P01 Chapter 6 Net Transfer of Posts = 71 Chapter 7. Executive Secretariat for Integral Development RF P04 1 Chapter 7. Executive Secretariat for Integral Development RF G05 Chapter 7. Executive Secretariat for Integral Development (SEDI)1 Chapter 9. Secretariat for Administration and Finance RF P01 Transfer in1 Chapter 9. Secretariat for Administration and Finance RF G04 1 Chapter 4. Secretariat for Legal Affairs SF P02

Transfer out 1 Chapter 4. Secretariat for Legal Affairs RF P05 ‐1 Chapter 1. Office of the Secretary General RF P02 1 Chapter 4. Secretariat for Legal Affairs SF P02‐1 Chapter 3. Autonomous and/or Decentralized Entities RF P05 1 Chapter 4. Secretariat for Legal Affairs SF G05‐1 Chapter 5. Secretariat for Multidimensional Security RF P04 1 Chapter 2. Office of the Assistant Secretary General RF P04 ‐1 Chapter 9. Secretariat for Administration and Finance RF P03 Transfer out‐1 Chapter 5. Secretariat for Multidimensional Security RF P04 ‐3 Chapter 6. Secretariat for Political Affairs SF P01‐1 Chapter 7. Executive Secretariat for Integral Development RF P04 ‐1 Chapter 6. Secretariat for Political Affairs SF P03

Chapter 2 Net Transfer of Posts = 3 ‐1 Chapter 2. Office of the Assistant Secretary General SF P01‐1 Chapter 2. Office of the Assistant Secretary General RF P04

Chapter 3. Autonomous and/or Decentralized Entities ‐1 Chapter 2. Office of the Assistant Secretary General RF G05Transfer in ‐1 Chapter 6. Secretariat for Political Affairs SF P02

1 Chapter 2. Office of the Assistant Secretary General RF P05 Chapter 7 Net Transfer of Posts = ‐31 Chapter 8. Secretariat for External Relations RF P05

Transfer out Chapter 8. Secretariat for External Relations (SER)‐1 Chapter 2. Office of the Assistant Secretary General RF G05 Transfer out

Chapter 3 Net Transfer of Posts = 1 ‐1 Chapter 3. Autonomous and/or Decentralized Entities RF P05 ‐1 Chapter 5. Secretariat for Multidimensional Security RF P03

Chapter 4. Secretariat for Legal Affairs (SLA) Chapter 8 Net Transfer of Posts = ‐2Transfer out

‐1 Chapter 7. Executive Secretariat for Integral Development SF P02 Chapter 9. Secretariat for Administration and Finance (SAF)‐1 Chapter 7. Executive Secretariat for Integral Development RF P05 Transfer in‐1 Chapter 7. Executive Secretariat for Integral Development SF P02 1 Chapter 1. Office of the Secretary General RF G05 ‐1 Chapter 7. Executive Secretariat for Integral Development SF G05 1 Chapter 2. Office of the Assistant Secretary General RF P03

Chapter 4 Net Transfer of Posts = ‐4 1 Chapter 5. Secretariat for Multidimensional Security SF G041 Chapter 1. Office of the Secretary General RF G03

Chapter 5. Secretariat for Multidimensional Security (SMS) Transfer outTransfer in ‐1 Chapter 2. Office of the Assistant Secretary General RF P01

1 Chapter 1. Office of the Secretary General FND Assoc. ‐1 Chapter 6. Secretariat for Political Affairs SF G051 Chapter 2. Office of the Assistant Secretary General RF P04 ‐1 Chapter 2. Office of the Assistant Secretary General RF G041 Chapter 2. Office of the Assistant Secretary General RF P04 Chapter 9 Net Transfer of Posts = 11 Chapter 8. Secretariat for External Relations RF P03 Total Transfers = 34 Net Transfer of posts = 0

3. Detailed information on the management of human resources, including information on staff transfers, reclassifica‐tions, resignations and terminations, and the budgetary impact of these changes, as well as gender distribution and geographic representation. A. Staff Transfers From January to December 2011


RF: Regular Fund SF: Specific Fund FND: No Fund/In‐kind

17

B. Separation from Service from January to December 2011

CHAPTER OBSERVATION No. FUND GRADE

Resignation 1 RF P05Resignation 1 RF G07

Total Chapter 1 = 2

Expiration of Contract 2 RF P04Expiration of Contract 1 SF P03Expiration of Contract 1 RF G03Expiration of Contract 1 SF G04Separation by Agreement 2 RF P03Separation by Agreement 3 RF G06Resignation 1 RF P05Resignation 1 RF P04Resignation 3 RF G03Resignation 1 SF AssociatRetirement 1 RF P04Retirement 1 RF G06

Total Chapter 2 = 18Chapter 3. Autonomous and/or Decentralized Entities

Expiration of Contract 2 FND AssociateExpiration of Contract 4 SF AssociateExpiration of Contract 1 RF G05Separation by Agreement 1 RF P05Separation by Agreement 1 RF P03Separation by Agreement 1 RF G06Resignation 1 RF P02Resignation 7 SF P01Resignation 1 SF G05Resignation 4 SF AssociateRetirement 1 RF P05

Total Chapter 3 = 24

Expiration of Contract 1 SF P02Expiration of Contract 1 SF P01Separation by Agreement 1 RF G05Resignation 1 RF P02

Total Chapter 4 = 4

Expiration of Contract 1 SF P02Expiration of Contract 1 SF P01Expiration of Contract 1 FND AssociatSeparation by Agreement 1 SF P01Resignation 1 RF P03Resignation 2 RF P05Resignation 1 RF G06Retirement 1 RF G06

Total Chapter 5 = 9

Chapter 1. Office of the Secretary General

Chapter 5. Secretariat for Multidimensional Security

Chapter 4. Secretariat for Legal Affairs

Chapter 2. Office of the Assistant Secretary General

CHAPTER OBSERVATION No. FUND GRADE

Expiration of Contract 2 SF P04Expiration of Contract 2 SF P03Expiration of Contract 5 SF P02Expiration of Contract 1 RF P02Expiration of Contract 5 SF P01Expiration of Contract 1 SF G06Resignation 1 SF P04Resignation 1 SF P03Resignation 2 SF P02Resignation 5 SF P01Termination 1 SF P01

Total Chapter 6 = 26Chapter 7. Executive Secretariat for Integral Development

Expiration of Contract 2 RF P05Expiration of Contract 1 RF P01Expiration of Contract 2 SF P02Expiration of Contract 2 SF P01Expiration of Contract 1 SF G05Expiration of Contract 3 FND AssociatSeparation by Agreement 1 RF P05Resignation 1 RF D02Resignation 1 RF P02Resignation 1 RF P01Resignation 1 RF G05Resignation 1 FND AssociatTermination 1 FND AssociatRetirement 1 RF P05Retirement 1 RF P04

Total Chapter 7 = 20

Expiration of Contract 1 RF D01Expiration of Contract 1 SF P01Expiration of Contract 1 RF G04Separation by Agreement 1 RF P04Resignation 1 SF P05Resignation 1 FND AssociatRetirement 1 RF P01

Total Chapter 8 = 7Chapter 9. Secretariat for Administration and Finance

Separation by Agreement 1 RF P04Separation by Agreement 2 RF P03Separation by Agreement 2 RF P02Separation by Agreement 1 RF G07Separation by Agreement 3 RF G06Separation by Agreement 1 RF G03Resignation 1 RF D02Resignation 1 SF P04Resignation 1 RF P01Resignation 2 SF P01Resignation 1 SF G05Resignation 1 SF G03Retirement 2 RF G06

Total Chapter 9 = 19Total Separation from Service = 129

Chapter 6. Secretariat for Political Affairs

Chapter 8. Secretariat for External Relations


18

C. Reclassifications October to December 2011


CHAPTER No. JOB TITLE FROM GRADE TO GRADE OBSERVATION

1 Officer P01 P03As a result of the assignment of new functions which have impacted the classification level of the posts.

1 Technician G05 P03As a result of the assignment of new functions which have impacted the classification level of the post.

Chapter 8. Secretariat for External Relations (SER) 1 Specialist P02 P03As a result of the assignment of new functions which have impacted the classification level of the posts.

Chapter 9. Secretariat for Administration and Finance (SAF) 1 Administrative Assistant G04 G05As a result of the assignment of new functions which have impacted the classification level of the posts.

Total Reclasifications = 4

Chapter 2. Office of the Assistant Secretary General (ASG)

19

Total Points: 1200.9Membership Points (40%) 480.4Contribution Points (55%) 660.5Population Points (5%) 60.0

Membership (40%)Population* Pop % Points by Pop Quota Points by Q Total Points Minimum Maximum Current Status

CARICOMAntigua and Barbuda 13.7 88,354 0.010% 0.0 0.02 0.1 13.9 10.4 20.8 10.4 BelowBahamas 13.7 344,497 0.037% 0.0 0.08 0.5 14.3 10.7 21.4 1.9 BelowBarbados 13.7 296,600 0.032% 0.0 0.06 0.4 14.1 10.6 21.2 6.8 BelowBelize 13.7 310,706 0.033% 0.0 0.02 0.1 13.9 10.4 20.8 5.5 BelowDominica 13.7 67,058 0.007% 0.0 0.02 0.1 13.9 10.4 20.8 5.5 BelowGrenada 13.7 105,860 0.011% 0.0 0.02 0.1 13.9 10.4 20.8 2.9 BelowGuyana 13.7 733,904 0.079% 0.0 0.02 0.1 13.9 10.4 20.9 5.5 BelowHaiti 13.7 10,214,956 1.100% 0.7 0.05 0.3 14.7 11.0 22.0 10.7 BelowJamaica 13.7 2,777,574 0.299% 0.2 0.12 0.8 14.7 11.0 22.1 4.3 BelowSaint Kitts and Nevis 13.7 52,647 0.006% 0.0 0.02 0.1 13.9 10.4 20.8 9.6 BelowSanta Lucia 13.7 170,888 0.018% 0.0 0.02 0.1 13.9 10.4 20.8 16.5 Within RangeSaint Vincent and the Grenadines 13.7 122,710 0.013% 0.0 0.02 0.1 13.9 10.4 20.8 8.3 BelowSuriname 13.7 468,589 0.050% 0.0 0.05 0.3 14.1 10.5 21.1 15.1 Within RangeTrinidad and Tobago 13.7 1,347,052 0.145% 0.1 0.15 1.0 14.8 11.1 22.2 40.2 AboveSubtotal 192.1 17,101,395 1.841% 1.1 0.68 4.5 197.7 148.3 296.6 143.2 BelowSouth AmericaArgentina 13.7 40,883,799 4.401% 2.6 3.21 21.2 37.6 28.2 56.4 85.7 AboveBolivia 13.7 10,185,076 1.096% 0.7 0.05 0.3 14.7 11.0 22.0 34.6 AboveBrazil 13.7 199,759,155 21.505% 12.9 7.95 52.5 79.2 59.4 118.7 40.1 BelowChile 13.7 17,170,524 1.849% 1.1 1.07 7.1 21.9 16.4 32.9 84.4 AboveColombia 13.7 48,373,306 5.208% 3.1 0.84 5.5 22.4 16.8 33.6 117.9 AboveEcuador 13.7 13,895,039 1.496% 0.9 0.21 1.4 16.0 12.0 24.0 24.1 AboveParaguay 13.7 6,551,621 0.705% 0.4 0.12 0.8 15.0 11.2 22.5 15.8 Within RangePeru 13.7 29,109,579 3.134% 1.9 0.55 3.7 19.3 14.4 28.9 106.1 AboveUruguay 13.7 3,383,690 0.364% 0.2 0.18 1.2 15.1 11.4 22.7 43.4 AboveVenezuela 13.7 29,237,376 3.148% 1.9 2.06 13.6 29.2 21.9 43.8 53.1 AboveSubtotal 137.2 398,549,165 42.906% 25.8 16.25 107.3 270.3 202.7 405.5 605.2 AboveCentral AmericaCosta Rica 13.7 4,698,907 0.506% 0.3 0.19 1.2 15.3 11.4 22.9 24.0 AboveDominican Republic 13.7 10,241,313 1.103% 0.7 0.21 1.4 15.7 11.8 23.6 9.9 BelowEl Salvador 13.7 7,198,611 0.775% 0.5 0.11 0.7 14.9 11.2 22.3 27.6 AboveGuatemala 13.7 14,601,371 1.572% 0.9 0.19 1.2 15.9 11.9 23.9 26.1 AboveHonduras 13.7 7,649,858 0.824% 0.5 0.05 0.3 14.5 10.9 21.8 7.2 BelowNicaragua 13.7 5,891,609 0.634% 0.4 0.05 0.3 14.4 10.8 21.6 6.5 BelowPanama 13.7 3,526,659 0.380% 0.2 0.16 1.1 15.0 11.3 22.5 18.7 Within RangeSubtotal 96.1 53,808,328 5.793% 3.5 0.94 6.2 105.7 79.3 158.6 120.0 Within RangeNorth AmericaCanada 13.7 33,747,141 3.633% 2.2 13.76 90.9 106.8 80.1 133.5 31.3 BelowMexico 13.7 111,147,431 11.966% 7.2 8.14 53.8 74.7 56.0 112.0 67.3 Within RangeUnited States 13.7 314,533,173 33.861% 20.3 59.47 392.8 426.9 320.1 426.9 233.9 BelowSubtotal 41.2 459,427,745 49.460% 29.7 81.37 537.5 608.3 456.2 672.4 332.5 BelowTotal 466.64 928,886,633 100% 60.0 99.24 655.4 1182.1 886.6 1533.1 1200.9* Source: UN Statistical Service. Data corresponds to 2010 estimates, using constant fertility rate variant

POPULATION (5%) Quota (55%) Range


D. Geographic Representation Based on the FAO methodology as of December 31, 2011, Central America region was within the proper ranges. Staff Distribution at the GS/OAS as of December 31, 2011

20

Total TotalRegular Fund Specific Funds by Chapter USD

Chapter 1. Office of the Secretary General (SG) ‐ 4 4 92,000

Chapter 2. Office of the Assistant Secretary General (ASG) 12 2 14 241,282

Chapter 3. Autonomous and/or Descentralized Entities 5 65 70 955,046

Chapter 4. Secretariat for Legal Affairs (SLA) ‐ 1 1 27,000

Chapter 5. Secretariat for Multidimensional Security (SMS) ‐ 30 30 580,389

Chapter 6. Secretariat for Political Affairs (SPA) 2 32 34 496,158

Chapter 7. Executive Secretariat for Integral Development (SEDI) 15 62 77 926,779

Chapter 8. Secretariat for External Relations (SER) 6 10 16 216,210

Chapter 9. Secretariat for Administration and Finance (SAF) 14 5 19 179,010

Total CPR's = 54 211 265 3,713,874

FundChapter

The GS/OAS continues to emphasize gender equity at all levels of the Organization. As of December 31, 2011, 55% of staff was female and 45% male.

E. Gender Distribution


Gender Distribution by Level at the GS/OAS, as of December 31, 2011

F. CPR’s By Type of Fund

CPR’s as of December 31, 2011

Male30545%

Female36855%

0 0 04

2731

52

63

56

4

63

51

11

40

21 1

73

38

53

47

40 39

3

16 1612

27

20

SG ASG D02 D01 P05 P04 P03 P02 P01 G07 G06 G05 G04 G03 G02 G01Female Male

Gender Distribution at the GS/OAS as of December 31, 2011

Note: Total excludes 29 Associates

21

4. Detailed information on travel expense control measures as detailed in paragraph III.A.11 of this resolution.


Tickets purchased in Economy using all funds: OPS monitors and provides summary information related to travel and compliance with the Permanent Council resolution that requires that all tickets paid for by the Regular Fund, FEMCIDI, specific funds, and trust funds administered by the General Secretariat be purchased in economy class, except for travel by the Secretary General, the Assistant Secretary General, and the Chair of the Permanent Council. The following chart pro‐vides the information registered by the OAS Preferred Travel Service Pro‐vider, Omega World Travel. All non economy travel was approved in ac‐cordance to the rules . Travel purchased outside Omega World Travel is closely monitored by OPS to ensure that reservations are made following the corresponding rules and regulations.

Visa Processing with Consulates: OPS processed 127 visa applications with the relevant consulates; many of them were emergency applications for visas for the same day. A total of 502 consular visas were processed in 2011.

2011 4th Quarter travel (in USD)

Executive125,959

9%

Economy1,353,008

91%

Economy5,297,689

92%

Executive445,187

8%

2011 Travel (in USD)

22

5. Detailed information on the income generated through the rental of conference rooms and the Hall of the Americas.


2011Increases

Rental income 281,217 Interest income 1,582 (A)

Total increases 282,799

DecreasesExpenditures & Obligations

Personnel Contracts 14,798 Equipment, Supplies and Maintenance 18,786 Building and Maintenance 136,257 Performance Contracts 22,597 Other Expenses 81

Total decreases 192,519 (B)

Net change during period 90,280

Cash balance at beginning of period 155,201

Fund balance 245,481

(A) Includes interest accreditation through September 2011(B) Includes obligations in the amount of USD 54,516

STATEMENT OF CHANGES IN FUND BALANCERental Hall of the Americas and Other Conference Rooms

For the period January 01, 2011 to December 31, 2011(in USD)

Amount ContributorCleary Gottlieb Steen & Hamilton LLP 19,162 Profund Advisors 18,025 Goya Foods 18,000 JP Morgan Chase 18,000 Working America 11,604 William R. Singleton 10,000 National Foreign Trade Council Foundation 10,000 American Foundation for St. George 9,000 DFAS Cleveland 8,934 German School Society 8,000 American University 7,925 Northwest Center 7,386 United States‐Mexico Chamber of Commerce 6,000 The Washington Ballet 6,000 International Women's Forum 6,000 International Intellectual Property Institute 5,275 Committee for Western Civilization 5,250 Debra Gustowski 5,048 American Committees on Foreign Relations 5,000 Other Contributors 96,608

281,217

Rental Hall of the Americas and Other Conference RoomsRental Income Detail ‐ Top 20 contributors

For the period January 01, 2011 to December 31, 2011(in USD)

23

As of December 31, 2011, no contributions were received for building maintenance and improvements.

6. Information on external contributions to support the activities of the organization, as well as contributions to build‐ing maintenance and improvements.


2011 Prior Years FEMCIDI Specific Funds Trust for the

Americas TOTAL Member States

Antigua and Barbuda 366 ‐ ‐ ‐ ‐ 366 Argentina 2,619,400 ‐ 40,072 447,963 ‐ 3,107,435 Bahamas, Commonwealth of 62,800 ‐ 20,000 25,500 ‐ 108,300 Barbados 48,900 ‐ 16,400 44,000 ‐ 109,300 Belize 17,900 ‐ 7,800 5,000 ‐ 30,700 Bolivia 37,500 ‐ 29,100 120,000 ‐ 186,600 Brazil 6,487,700 ‐ ‐ 1,445,557 ‐ 7,933,257 Canada 11,225,600 ‐ ‐ 10,763,716 66,088 22,055,403 Chile 875,300 ‐ 113,000 132,000 ‐ 1,120,300 Colombia 684,400 ‐ 10,000 847,884 ‐ 1,542,284 Costa Rica 152,500 ‐ 30,000 26,473 ‐ 208,973 Dominica, Commonwealth of 17,900 ‐ 5,100 14,389 ‐ 37,389 Dominican Republic 168,000 ‐ 54,760 29,985 ‐ 252,745 Ecuador 168,900 ‐ 16,780 23,180 ‐ 208,860 El Salvador 85,700 ‐ 32,100 554,991 ‐ 672,791 Grenada ‐ ‐ 6,000 ‐ ‐ 6,000 Guatemala 152,500 ‐ 25,199 ‐ ‐ 177,699 Guyana 17,900 ‐ 5,100 2,227 ‐ 25,227 Haiti 36,700 35,564 2,500 ‐ ‐ 74,764 Honduras ‐ ‐ ‐ ‐ ‐ ‐ Jamaica 50,150 34,252 10,000 ‐ ‐ 94,402 Mexico 6,641,100 ‐ ‐ 858,568 ‐ 7,499,668 Nicaragua 36,700 56,671 18,000 8,629 ‐ 120,000 Panama 133,000 ‐ 39,600 419,799 ‐ 592,399 Paraguay 101,200 28 ‐ 99,899 ‐ 201,127 Peru 451,100 ‐ 55,000 24,840 ‐ 530,940 St. Kitts and Nevis 17,900 ‐ 5,100 ‐ ‐ 23,000 St. Lucia 17,900 ‐ ‐ 20,981 ‐ 38,881 St. Vincent and the Grenadines 11,581 ‐ ‐ ‐ ‐ 11,581 Suriname 36,700 ‐ 10,000 75,996 ‐ 122,696 Trinidad and Tobago 124,000 ‐ 31,200 181,306 ‐ 336,506 United States 48,512,700 ‐ ‐ (a) 21,298,760 1,497,668 71,309,128 (b)Uruguay 147,700 ‐ ‐ 7,500 ‐ 155,200 Venezuela ‐ 57,000 ‐ ‐ ‐ 57,000

Total Member States 79,141,697 183,515 582,811 37,479,141 1,563,756 118,950,920

Regular Fund(in USD)

(Continues on next page)

24

6. Information on external contributions to support the activities of the organization, as well as contributions to build‐ing maintenance and improvements. (Continued)


2011 Prior Years FEMCIDI Specific Funds Trust for the

Americas TOTAL

Permanent ObserversAzerbaijan ‐ ‐ ‐ 20,000 ‐ 20,000 China ‐ ‐ ‐ 180,000 ‐ 180,000 Denmark ‐ ‐ ‐ 258,878 ‐ 258,878 European Union ‐ ‐ ‐ 1,115,156 ‐ 1,115,156 Finland ‐ ‐ ‐ 430,470 ‐ 430,470 France ‐ ‐ ‐ 430,858 ‐ 430,858 Germany ‐ ‐ ‐ 406,464 ‐ 406,464 Greece ‐ ‐ ‐ 40,000 ‐ 40,000 Ireland ‐ ‐ ‐ 140,225 ‐ 140,225 Italy ‐ ‐ ‐ 158,062 ‐ 158,062 Korea ‐ ‐ ‐ 260,000 ‐ 260,000 Luxembourg ‐ ‐ ‐ 49,989 ‐ 49,989 Monaco ‐ ‐ ‐ 6,545 ‐ 6,545 Netherlands ‐ ‐ ‐ 3,504,328 ‐ 3,504,328 Norway ‐ ‐ ‐ 18,584 ‐ 18,584 Portugal ‐ ‐ ‐ 5,000 ‐ 5,000 Qatar ‐ ‐ ‐ 10,000 ‐ 10,000 Republic of Serbia ‐ ‐ ‐ 20,000 ‐ 20,000 Slovenia ‐ ‐ ‐ 9,704 ‐ 9,704 Spain ‐ ‐ ‐ 6,124,050 ‐ 6,124,050 Sweden ‐ ‐ ‐ 1,529,705 ‐ 1,529,705 Switzerland ‐ ‐ ‐ 205,921 ‐ 205,921 Turkey ‐ ‐ ‐ 75,000 ‐ 75,000 United Kingdom ‐ ‐ ‐ 4,985 ‐ 4,985

Total Permanent Observers ‐ ‐ ‐ 15,003,925 ‐ 15,003,925

Institutions and OthersApplied Energy Services (AES) ‐ ‐ ‐ ‐ 200,126 200,126 I‐A Development Bank ‐ ‐ ‐ 41,186 210,174 251,360 Intl. Bank for Reconstruction and Development ‐ ‐ ‐ 734,326 ‐ 734,326 Intl. Institute for Democracy & Electoral Assistance ‐ ‐ ‐ 214,941 ‐ 214,941 Intl. Org. for Migration ‐ ‐ ‐ 1,330,000 ‐ 1,330,000 National Commission of Espatial Activities ‐ ‐ ‐ 1,049,960 ‐ 1,049,960 Swedish NGO for Human Rights ‐ ‐ ‐ 134,360 ‐ 134,360 The Conference Board of Canada ‐ ‐ ‐ 329,357 ‐ 329,357 United Nations ‐ ‐ ‐ 1,142,002 ‐ 1,142,002 Multiple Funding Sources ‐ ‐ ‐ 1,581,302 376,850 1,958,152

Total Institutions and Others ‐ ‐ ‐ 6,557,434 787,150 7,344,584

GRAND TOTAL 79,141,697 183,515 582,811 59,040,500 2,350,906 141,299,429

(a) Does not include USD 1.2 million programmed to FEMCIDI (transferred from Specific Funds) as this amount was already reported in 2010. (b) Does not include contributions to the Tax Equalization Fund and an estimated USD 100 thousand contributed through "Penalty Mail".

Regular Fund(in USD)

25

7. Information on the progress in implementing the International Public Sector Accounting Standards.


The firm International Business and Technical Consultants (IBTCI) and staff of the Department of Financial and Administrative Management Services (DFAMS) made progress in connection with the IPSAS imple‐mentation project during the fourth quarter. Outlined below are the last activities worked on around the IPSAS project. The implementation of IPSAS is a complex undertaking that requires financial and human resources solely dedicated to it. In light of the challenging financial situation it currently faces, the GS/OAS has been forced to delay further implementation until such time that funds are identified to carry the project forward. Update of GAP Analysis IBTCI reviewed and updated the GS/OAS' preliminary gap analysis be‐tween relevant OAS Budgetary and Financial Rules and IPSAS. The up‐dated document confirms the need to develop a new chart of accounts and reflects the changes needed to close the gap between the two re‐porting methods, focusing on presentation of and disclosures in the financial statements. Fixed Assets IBTCI, in conjunction with staff members of DFAMS, have completed a thorough analysis of the Organization’s policy for fixed assets. Draft rec‐ommendations on key aspects of the policy, including capitalization and asset tracking thresholds, asset classes and grouping, valuation of real estate and other artwork have been developed and were submitted for management and external audit comments during the final quarter of 2011. DFAMS started discussions with the Organization’s external audi‐tors regarding the presentation of fixed assets in the financial state‐ments and the level of detail required for IPSAS‐compliant notes to the financial statements.

OASES IBTCI, DFAMS and DOITS met to discuss the cost/benefit and feasibility of achieving IPSAS‐compliant statements through the use of manual spreadsheets and adjustments to convert cash/budget balances to an accrual basis in lieu of upgrades/updates to the Organization’s enter‐prise resource planning tool (OASES) that would automatically perform these accruals. Final report with results of this analysis is expected for the first quarter of 2012.

26

22%

3%4%

62%

9%

Meetings CP Com.& WG

USD 115,775

CEPCIDIUSD 17,050

CP/CEPCIDIUSD 7,700

AG MeetingsUSD 5,500

Other AreasUSD 40,425

8. Information on additional costs incurred further to nonobservance of meetings’ scheduled times.


Financial loss due to cancelled meetings and half day meetings that did not share interpretation costs with other meetings

Half‐day meetings

Interpretation hours

Half‐day rate(USD)

Loss(USD)

84 421 275 115,775

16 62 275 17,050

7 28 275 7,700

General Assembly Preparation 3 20 275 5,500

46 147 275 40,425

156 678 275 186,450

CEPCIDI

CP/CEPCIDI

Other Areas

TOTAL, All meetings

TOTAL: All half‐day meetings not shared

Political Bodies / Areas

CP, its Committees and Work Groups

Political Bodies / Areas Jan‐Mar Apr‐Jun Jul‐Sep Oct‐Dec TOTAL

CP, its Committees and Work Groups 33,075 19,600 25,025 31,625 109,325

CEPCIDI 4,900 2,940 550 7,700 16,090

CP/CEPCIDI 5,880 ‐ 1,100 ‐ 6,980

AG ‐ 4,900 ‐ ‐ 4,900

Other Areas 13,720 9,310 2,200 12,375 37,605

TOTAL 57,575 36,750 28,875 51,700 174,900

30%33%

21%

16%

Jan‐MarUSD 57,575

Apr‐JunUSD 36,750

Jul‐SepUSD 28,875

Oct‐DecUSD 51,700

TOTAL: All half‐day meetings not shared Meetings of the OAS per quarter (in USD)

Percentage of financial loss for half‐day meetings that did not share interpretation costs with other meetings January ‐ December, 2011

Half‐day Meetings that did not Share Interpretation Costs ‐ Per Quarter 2011

27

8. Information on additional costs incurred further to nonobservance of meetings’ scheduled times.


Political Body / Area Languages Half-day meetings

Interpretershours Half-day rate Loss

(USD)

2-Lang 44 160 275 44,000 3-Lang 1 2 275 550 4-Lang 39 259 275 71,225

Subtotal All Lang 84 421 275 115,775 2-Lang 12 34 275 9,350 3-Lang 0 0 275 - 4-Lang 4 28 275 7,700

Subtotal All Lang 16 62 275 17,050 2-Lang 7 28 275 7,700 3-Lang 0 0 275 - 4-Lang 0 0 275 -

Subtotal All Lang 7 28 275 7,700 2-Lang 3 20 275 5,500 3-Lang 0 0 275 - 4-Lang 0 0 275 -

Subtotal All Lang 3 20 275 5,500 2-Lang 34 83 275 22,825 3-Lang 7 30 275 8,250 4-Lang 5 34 275 9,350

Subtotal All Lang 46 147 275 40,425

Total 2011 156 678 275 186,450

CP and its Committees and Working Groups

CEPCIDI

CP/CEPCIDI

AG - General Assembly Preparatory Meetings

Other Areas of the GS/OAS

71,225

9,3507,700

22,825

‐‐7,700 9,350

550

8,250

44,000

5,500

CP CEPCIDI CP/CEPCIDI AG Other Areas

4‐Lang 3‐Lang 2‐Lang

Divided by political body and language Half‐day Meetings that did not Share Interpretation Costs January ‐ December, 2011 (in USD)

28

9. Information on the foundations, civil society organizations, and other private entities that carry out projects with specific funds, including details on their areas of activity and the work carried out by the Secretariat for External Rela‐tions that forges cooperation between the Organization and these private entities.

From January 1 to December 31, 2011


Donor SubprogramContribution

(in USD)

American Association of Museums The Art Museum of the Americas (82D) 48,227 Andean Development Corporation The Secretariat for Political Affairs (62A) 28,276 Global Fairness Initiative The Department of Conferences and Meetings Management (22C) 3,460 Inter American Development Bank The Executive Secretariat of the Inter‐American Drug Abuse Control Commission (CICAD) (52C) 35,686

The Department of Economic Development, Trade, and Tourism (72C) 5,500 Inter American Institute for Cooperation on Agriculture (IICA) The Secretariat of the OAS Administrative Tribunal (TRIBAD) (32C) 24,050 International and Ibero‐American Foundation For Administration And Public Policies (FIIAPP) Unprogrammed Funds 11,428 International Bank for Reconstruction and Development The Department of Sustainable Development (72D) 734,326 International Institute for Democracy & Electoral Assistance The Office of the Secretary General (12A) 74,968

The Secretariat for External Relations (82A) 139,973 International Organization for Migration The Department of Sustainable Democracy and Special Missions (62C) 1,330,000 International Road Transport Union (IRU) The Department of Economic Development, Trade, and Tourism (72C) 69,980 International Work Group for Indigenous Affairs The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 73,970 National Commission for Space Activities (CONAE) The Department of Sustainable Development (72D) 1,049,960 National Port Authority ‐ Peru The Secretariat of the Inter‐American Committee on Ports (CIP) (32L) 39,082 Pan American Development Foundation The Secretariat for Political Affairs (62A) 26,880

The Office of the Executive Secretary for Integral Development (72A) 50,127 Pan American Health Organization The Department of Conferences and Meetings Management (22C) 27,638

The Department of Sustainable Development (72D) 12,600 Renewable Energy and Energy Efficiency Partnership The Department of Sustainable Development (72D) 76,192 Save the Children Sweden The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 37,000 Swedish NGO for Human Rights The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 134,360 The Conference Board of Canada The Department of Economic Development, Trade, and Tourism (72C) 329,357 United Nations The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 134,714

The Secretariat for Legal Affairs (42A) 8,000 The Executive Secretariat of the Inter‐American Drug Abuse Control Commission (CICAD) (52C) 13,000 The Department of Effective Public Management (62D) 10,000 The Department of Sustainable Development (72D) 976,288

University of Notre Dame The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 12,000 W.K. Kellogg Foundation The Secretariat for External Relations (82A) 25,000 Memberships, affiliations and course fees The Secretariat of the Inter‐American Telecommunication Commission (CITEL) (32K) 311,935

The Secretariat of the Inter‐American Committee on Ports (CIP) (32L) 155,631 The Department of Effective Public Management (62D) 120,345 The Department of Human Development, Education, and Culture (72G) 321,544

Various The Columbus Memorial Library (22F) 2,744 The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 6,825 The Department of Economic Development, Trade, and Tourism (72C) 61 The Department of Sustainable Development (72D) 1,530 The Department of Strategic Communication and Image (82B) 800 The Department of International Affairs (82C) 62,934 The Art Museum of the Americas (82D) 5,010 Centennial Celebration (102O) 26,033

Total 6,557,434

29

As a result of insufficient human and financial resources, the Secretariat for Administration and Finance (SAF) was unable to carry on the following activities, by Department and Office:

Department of Financial and Administrative Management Ser‐vices (DFAMS)

Implementation of IPSAS in accordance with project plan and time‐line.

Follow up on recommendations and preparing replies to audits has been delayed.

Timeliness of account and inter‐module reconciliations has been im‐paired.

Requirements definition for Tax Reimbursement System.

Review and streamlining of business processes for invoicing and pay‐ment of OAS Country Office expenses.

Travel Expense Claims review has been delayed.

Department of Human Resources (DHR)

Integration of all human resources that have a working relationship with the GS/OAS into the HR Module (CPR’s and Local Staff).

Electronic filing system for all active personnel files and medical files.

New travel document to be machine readable and meet ICAO stan‐dards to replace current OAS travel documents.

Barcode system for personnel files and travel documents and crea‐tion of a database to keep track of all movements related to these documents.

Implementation of the HR self service module.

PES training to Country Offices. Due to resources constraints, the De‐partment of Human Development, Education and Culture (DHDEC), involved in the development of PES online training program, has not

been able to deliver the following PES trainings: “Performance Con‐versation” for English speaking countries and the third phase of PES “Formal Performance Evaluation Meeting”.

Background checks for candidates as part of the OAS recruitment process.

Department of Information and Technology Services (DOITS)

Maintain and update the licenses for all desktop software.

Maintain up to date software versions in all application servers.

The configuration and full implementation of a lab environment.

Carry out a progressive update of the communication on infrastruc‐ture (aging switching technology).

Increase data storage according to current application on needs.

Increase backup storage to support the incremental application stor‐age needs.

Follow up of the OAS‐SDF ( OAS Software Development Framework) in every detail, developing all the necessary documentation for every software project.

Ever increasing backlog of application development requests by the Areas.

Department of Planning and Evaluation (DPE)

Registration of executed results: postponed for 2012 due to a lack of human resources.

Updating of the mandates database: postponed for 212 due to a lack of human resources.

Developing a module for monitoring budget implementation: post‐poned for 2012 due to a lack of human and financial resources.

GS/OAS ACTIVITIES CURRENTLY DELAYED DUE TO INSUFFICIENT HUMAN AND FINANCIAL RESOURCES

30

SECTION I GS/OAS ACTIVITIES CURRENTLY DELAYED DUE TO INSUFFICIENT HUMAN AND FINANCIAL RESOURCES

Office of General Services (OGS)

Implement deferred maintenance in several buildings estimated at USD 38.4 million, stated in document CP/CAAP‐3089/11 add.1 corr.1, dated April 18, 2011.

Office of Procurement Services (OPS)

Modernize our data storage procedure: Currently, all data is stored in hard copy, and the desire is to move towards digitalization of all pur‐chasing‐related documents, eliminating the need for storage fees, and the time of staff to process the large volume of paper.

Rely on an industry best‐practice buying team: The OPS currently has three full time buyers and one part‐time buyer. Industry best prac‐tices recommend assigning a dedicated buyer per area of expertise, e.g. computer equipment purchases, furniture, vehicles, etc. but we simply do not have the human resources to allow for this division of labor. Our team is also too small to devote adequate time to obtain‐ing and reviewing additional comparative quotes, relying heavily on the quotes submitted by the requesting areas. Finally, we are unable to maintain our buying staff adequately trained in industry changes. We are optimistic that with the planned changes for 2012, to include the implementation of purchasing cards, our buyers will have more time to perform value added reviews of purchase orders.

Assessment of the replacement value of OAS content not performed. Our insurance broker recommends that to ensure adequate coverage of the OAS content, we should perform an assessment of its replace‐ment value, but due to lack of human resources to perform this time intensive task, we have only been able to provide depreciated values. Should a catastrophe occur, we would only be able to recover the depreciated value and not the replacement value.

Hiring of a Procurement Card Administrator: Successful implementa‐tion of a procurement card program includes having a trained Pro‐curement Card Administrator on staff. OPS was unable to secure suf‐ficient funding to cover a one year position in 2011. We are working closely with the credit card provider to obtain a signing bonus that will allow us to fund this position.

Coordinating Office of the Units and Offices of the General Se‐cretariat in the Member States (COGSMS)

Annual meeting between field office Representatives, the Coordinat‐ing Office, and technical areas at OAS HQ. Such a meeting would pro‐vide a much needed opportunity to improve communication, coordi‐nation; to discuss and exchange information/experiences on the rein‐vigorated role of OAS offices in the implementation of programs and projects, among other issues. It would allow HQ staff to better un‐derstand the country offices needs and challenges and allow the of‐fices to be updated on the changes in processes/policies and proce‐dures in HQ. The meeting could be combined with presentations from the technical areas which most actively make use of the country offices to execute their projects. The coordinating office would facili‐tate and encourage an open discussion on how the collaboration be‐tween the technical areas in HQ and the country offices can be im‐proved and expanded.

Sub regional meetings for Representatives and Administrative Techni‐cians to be held in centrally located country offices. Such meetings would:

Allow Representatives of a same region to discuss common topics of concern and exchange relevant information related to their work and experiences.

Provide OASES approver and financial management training to several directors at once

Allow Administrative Technicians to exchange information and experiences

Provide training in OASES/budgeting/financial Management by HQ staff to several admin techs at once

The National Offices could be divided in three regional areas: Central America, Caribbean and South America.

Training and Development: despite having identified a clear need for training in the OAS country offices, due to the lack of financial and human resources the coordinating office has not been able to provide

31

SECTION I GS/OAS ACTIVITIES CURRENTLY DELAYED DUE TO INSUFFICIENT HUMAN AND FINANCIAL RESOURCES

adequate training to the OAS country office staff. Training needs for admin techs has been identified in the following areas:

OASES

Budget preparation and execution

Financial management

New tools (NOCS, SPARK etc)

OAS financial rules and regulations

OAS procedures

32

As discussed in Section I, Activities Currently Delayed Due to Insufficient Human and Financial Resources, budget reductions are having an impact on the General Secretariat’s efforts to transform its administrative proc‐esses and gain efficiencies; nevertheless, the Secretariat continues to give these reforms priority and some of these efforts are summarized below:

DEPARTMENT OF FINANCIAL ADMINISTRATION AND MANAGE‐MENT SERVICES (DFAMS) Implementation of Administrative Management Services (AMS) sections In order to create further efficiencies with scarce resources, a more co‐herent financial and administrative support structure has been designed simplifying the administrative burden on technical secretariats and im‐proving the delivery of services provided by the central administration. This is accomplished through the implementation of Administrative Man‐agement Services (AMS) sections.

The AMS sections within each technical secretariat are designed to be responsible for providing administrative, financial, budgetary, informa‐tion technology, logistical, and human resource management services to the technical secretariats and corresponding departments, under the functional supervision of the Secretariat for Administration and Finance (SAF). During 2010 and 2011, SAF successfully conducted a pilot program with the Secretariat for Political Affairs (SPA) to implement a unified AMS sec‐tion providing administrative and financial services to SPA managers and directors. Beginning August 2011, SAF continued the implementation of the AMS sections across the General Secretariat and agreed with the Ex‐ecutive Secretariat for Integral Development (SEDI) to implement their AMS section as part of the pilot and transition program. At the end of 2011, SAF began conversations with the Secretariat for Multidimensional Security (SMS) to create their AMS section, which is scheduled for imple‐mentation during the first quarter of 2012.

The successful implementation of the three largest AMS sections will al‐low SAF to better join forces with the technical secretariats in the delivery of timely and efficient administrative services, as well as strengthen inter‐nal controls and streamline communication. Discoverer Workbooks Initiative DDFAMS is continuing to work on efforts to bring new and better tools for the financial requirements of the GS/OAS users. DFAMS is working in conjunction with DOITS to provide the technical areas a tool that will pro‐vide the areas access to relevant and timely financial information. Areas will be able to query and export to excel project‐related financial data via Discoverer Viewer. DFAMS is conducting meetings with technical areas to gather feedback on user needs in order to develop customized out‐puts. Through this initiative, DFAMS is looking to increase the utilization and functionality of existing system capabilities. DFAMS has planned to deploy access to this tool during the first semester of 2012. Funding of Local Currency Accounts and General Services Payroll at GS/OAS Country Offices DFAMS continues to move forward with the implementation of INTL Global Currencies LTD’s platform to execute local currency funding and local currency payroll payments from Headquarters to the OAS Country Offices. As of December, the execution of local currency transfers was extended to three additional Offices, and electronic payroll payments to one more Office. By the end of December, there were 12 OAS Country Offices being funded from Headquarters: Barbados, Belize, Bolivia, Costa Rica, Dominican Republic, Guatemala, Haiti, Honduras, Mexico, Nicara‐gua, Peru, and Trinidad and Tobago. The implementation of the electronic local currency payroll reached a total of 34 OAS staff in 20 different Of‐fices. During 2011, the estimated increase in purchasing power was around 2% due to the access to more competitive exchange rates.

GS/OAS IMPROVEMENTS AND EFFICIENCIES

33

Knowledge Sharing DFAMS is leveraging on the unique skills of some of its human resources to transfer key knowledge across the Department. During this quarter, selected employees within DFAMS provided a 3‐month peer training course: “Programming Code in Visual Basic for MS Excel” (ie. Macros). This weekly course empowers already advanced users in MS Excel to take their spreadsheets to the next level (automation), and more importantly, to encourage them to challenge old ways of doing business. MS Excel is widely used in DFAMS (80% use it at a rate of 16+ hours a week) so learn‐ing this skill saves considerable time, effort and resources. For example, in many cases, a business process that in the past took one full day, could be now automated to take only 5 minutes. DFAMS has planned to expand this type of internal peer‐to‐peer training beginning 2012 as it provides clear advantages over external training, in‐cluding cost. DFAMS internal training is presented in a language that par‐ticipants can relate to, it is focused on encouraging a culture of knowl‐edge sharing in an informal setting and it uses real life examples that par‐ticipants can take back to their daily jobs immediately. DEPARTMENT OF INFORMATION AND TECHNOLOGY SERVICES (DOITS)

Infrastructure The plan for the upgrade of the current application server infrastructure is being implemented, bringing up to date the software that supports the OAS applications developed in‐house. The web infrastructure migration plan is currently in the testing phase and the project continues as planned. The strengthening of the virtual test and development private cloud has been completed, providing improved performance and increased capacity for the ongoing projects. The production private cloud has been config‐ured with full redundancy in a hardware clustered environment. The migration of Windows 2008 core servers is in final phases of testing as well as the complete platform for the Universal Desktop project.

The Phase 1 of the Infrastructure Modernization project has been com‐pleted at CISCO Headquarters and the formulation of the project plan is complete. Systems Development DOITS continued the development of the new Results Based Contracting System (RBCS) and the implementation of the new Collaborative Platform and Web Content Management system for the Inter‐American Telecom‐munications Commission. Additionally, DOITS implemented the latest modifications to the Project Management System of the Department of Project Follow‐up and contin‐ued the requirements analysis for the implementation of the new Travel and Expense Claim system.

Information Security DOITS continues working in conjunction with CICTE, and has recently par‐ticipated in the Regional Cyber Security and Cyber Crime Best Practices Workshop. DOITS along with cyber security experts from Argentina, Bra‐zil, Mexico and Venezuela organized in this Regional Workshop a two‐day technical exercise simulating a cyber‐incident that required a multina‐tional response. DOITS is improving their systems to detect and prevent the download of malicious software in user’s workstations. DOITS has develop an updated version of the Information Security Poli‐cies and has adopted for its personnel the ACM code of ethics and profes‐sional guidance. Software Quality Assurance and Systems Administration DOITS has continued with the permanent adjustment the OAS Software Development Framework (OAS‐SDF) and its implementation for the soft‐ware development projects, as far as current resources allow. The OAS‐SDF objective is to improve software quality.

SECTION I GS/OAS IMPROVEMENTS AND EFFICIENCIES

34

DEPARTMENT OF PLANNING AND EVALUATION (DPE) Development of tools for Results Based Management As a first exercise towards the implementation of the procedure for Re‐sults Based Management, the DPE drafted a preliminary version of results at the level of group of mandates, i.e. immediate outcomes resulting from the activities programmed in fulfillment of each group of mandates. The first report on results was delivered to CAAP. The DPE also continued to assist the CAAP and its Working Group on the Review of OAS Programs. Evaluation of Project Proposals The DPE, in its role as Technical Secretariat of the Project Evaluation Com‐mittee (PEC), continues to organize and facilitate meetings of the PEC Working Group and of the PEC. During this quarter 4 (four meetings) of the Working Group and of PEC took place. PEC evaluated 16 (sixteen) project proposals presented by the Secretariat of Multidimensional Secu‐rity, the Inter‐American Commission of Human‐Rights, the Secretariat of Political Affairs, the Secretariat of Integral Development, Secretariat of Legal Affaires and the Secretariat of External Relations. They are:

1. Drug Treatment Training and Certification Program (PROCCER) Cen‐tral America – FLACT – Phase III (SMS1119) Approved.

2. Drug Treatment Training and Certification Program (PROCCER) Cen‐tral America – Phase IV (SMS1118). Approved.

3. Implementation of the Inter‐American Social Protection Network (SID1112). Approved.

4. Implementation of a knowledge and learning platform for the Inter‐American Social Protection Network (SID1113). Approved.

5. Capacity Building for NGOs Working with Vulnerable Groups in Cen‐tral America (SER1101). Approved.

6. Building communities through the arts: afterschool program for at‐risk children in El Salvador and Washington, D.C. (SER1102). Ap‐proved.

7. Generación de información y lineamientos técnicos para el desarrollo de Políticas orientados a la Protección Integral a los Derechos de los Niños y Niñas en Primera Infancia (0 a 6 años) (IIN1103). Approved.

8. Implementación de las Medidas de Fomento de la Confianza entre Belice y Guatemala (SPA1113). Approved.

9. Las mujeres del sector rural y la protección de sus derechos humanos: Discriminación, violencia y barreras en su acceso a la justicia (CDH1106). Approved.

10. Promoción de los estándares del sistema interamericano de derechos humanos en materia de detención preventiva en las Américas (CDH1107). Approved.

11. Programa Interamericano de Facilitadores Judiciales 2012 (SAJ1103). Approved.

12. Reducción del subregistro, promoción de prácticas exitosas y forta‐lecimiento de los procesos de los sistemas de registro civil en El Salva‐dor, Guatemala, Honduras, Colombia y Paraguay. Approved.

13. Fortalecimiento de la supervisión sobre la implementación de las Reparaciones no pecuniarias y de las medidas provisionales ordena‐das por la Corte IDH (CDH1110). Approved.

14. Identificación de requisitos y condiciones mínimas necesarias para llevar a cabo la implementación de un Sistema de Gestión de Calidad (SGC) y Certificación bajo la nueva norma ISO electoral. (SPA1115). Approved.

15. Implementación del Sistema de Análisis Político y Escenarios Múlti‐ples de la OEA – SAPEM (SPA1116). Approved.

16. Sistema de Peticiones de Casos Individuales (CDH1108). Approved.


35

Project Formulation and Follow‐up The DPE has received and reviewed 26 (twenty‐six) new proposals (profiles) and has continued advising other areas of the General Secre‐tariat on using results‐based project design methodology. This review process entails preparing detailed comments and recommendations which are given to the project proponents and meetings with the projects teams as requested. The process may be repeated if needed to ensure that the profile meets all the requirements for presentation to CEP. DPE has received and reviewed 16 (sixteen) progress and final reports of pro‐jects executed since 2007 and funded by Spain. DPE has also prepared 12 (twelve) verification reports for those projects revised . Training on Project Management A workshop on “Project Design: the Logical Framework System and basic concepts and instruments used in Results‐Based Management ‐RBM” was delivered to staff and consultants of the General Secretariat. Twenty par‐ticipants were introduced to the tools and concepts needed to design development projects and programs using a results‐based approach. The training took place from the 12th to the 14th of October, 2011. Between October an December, 7 workshops on the new Project Man‐agement System has been delivered to staff and consultants of the Gen‐eral Secretariat. 53 participants were trained to design project documents and project profiles through the system. Evaluation of Programs and Projects The external evaluation of the regional project “Promoción de la partici‐pación y los derechos de los pueblos indígenas de las Américas”, funded by Spain, was finalized. The final report and its conclusions and recom‐mendations were presented to the donor and to the project team. The consultant evaluating a group of projects funded by Spain on access to justice, through the services of Judicial Facilitators in Paraguay and Pa‐nama, presented a draft final report and the preliminary conclusions were shared with the project team. The final report will be available in January 2012.

The firm selected after a bidding process to conduct results evaluation of a group of projects geared to strengthening electoral institutions in the Americas, continues with the data collection using various research meth‐ods, including field visits to six of the beneficiary countries. The final re‐port will be presented at the end of January. The terms of reference for an evaluation of projects coordinated and im‐plemented by the Inter‐American Commission of Women (CIM), also funded by Spain, were prepared and circulated among well‐ recognized networks of external consultants specialized in evaluation. The evalua‐tion is expected to take place between March and July of 2012. Technical advice and support was provided for the preparation of the Fi‐nal Report of the OAS/CIDA Cooperation Plan 1998‐2001. The report, which is one of the inputs for the evaluation of the Plan’s implementation and achievement of results, was finalized by the consultant in December and presented to CIDA. DPE also served as a liaison between the Secre‐tariat and the firm selected to conduct the final evaluation of the OAS/CIDA Cooperation Plan 1998‐2001, assisting with the collection of data and documentation needed for the evaluation. An interim final report will be presented by the consultant at the end of January 2012. Technical advice was also provided to various areas of the Secretariat, such as CICAD, CICTE and DECO, in the preparation of terms of reference (TORs) for external evaluators, the circulation of the TORs among net‐works of consultants, the review of the proposals received, and determi‐nation of criteria for selection. OFFICE OF PROCUREMENT SERVICES (OPS)

Purchasing/Procurement During the last quarter of 2011, OPS issued over 10,000 purchase orders for a total of USD 21.1 million. Combined, a total of almost 41,000 pur‐chase orders that accounted to USD 90.1 were obligated during 2011. Some of the most significant categories used when recording these trans‐actions are shown in the chart in the annex:


36

Travel expenses (which include purchase orders for per diem, terminal expenses, and tickets) represent about 15% of the total amount of trans‐actions processed by OPS. At the same time, they account for more than 40% of the total number of actions processed during the quarter. In a SAF effort to create efficiencies, OPS continued to work with DOITS and DFAMS to automate the processing of these relatively low‐value, high‐volume transactions in 2011. Contracting During the forth quarter of 2011, a total of 6 new formal bidding proc‐esses were initiated. Some of the main products and services to be ac‐quired through those bids included: Digital addressable fire alarm system for the Main Building and Ad‐

ministrative Building

IT services of the MAPP

Travel management services for the GS/OAS

Specialized tourism security training in Mexico and Dominican Repub‐lic

Maritime security assessment and training for Mexico, El Salvador and Costa Rica.

During the evaluation phase the OPS’ objective is to negotiate prices with the best‐qualified bidders in order to obtain savings for the Organiza‐tion. Examples of savings recently obtained include the following:

USD 4,412.5 in bid No. 22/11 for contracting specialized tourism secu‐rity training in Mexico and Dominican Republic

USD 10,000 in bid No. 14/11 for a power interconnection pre‐feasibility study between St Kitts and Nevis and Puerto Rico

Adding the items included above, a total of 25 formal bids were per‐formed during 2011, of which 17 were awarded, 2 were cancelled, and 6 are still in final stages to be awarded in the first quarter of 2012. Savings from formal bids obtained by OPS in 2011 exceed USD 70,000. Efficiencies in Travel The GS/OAS accumulated more than 62,000 Business ExtrAA points dur‐ing the last quarter, for an approximate total of 250,000 points in 2011. Through the American Airlines’ Business ExtrAA program, points are added to regularly accumulated miles for approved official travel. As little as 3,000 of these points can be exchanged for “award” fares at no cost for the Organization. A total of 267,000 points were exchanged to allow the GS/OAS to obtain USD 47,000 worth of airline tickets which were used to fund statutorily‐required home leave for staff. OPS also reached out to our American Airlines account representative in order to re‐negotiate and improve the benefits that our Organization en‐joys from this carrier. As a result, AA agreed to provide us with travel vouchers for expired unused tickets which have up to now been lost if not reused. We anticipate substantial savings arising from this program, with the total recovered since the third quarter amounting to nearly USD 8,000. Received vouchers will be closely monitored and used to offset Regular Fund costs. With regards to airfare discount arrangements made with Copa and Taca, OPS estimates that the GS/OAS saved over USD 43,000 in tickets during this quarter and a total of USD 126,767 in 2011. These savings are calcu‐lated by comparing what actual tickets would have cost versus their after discount amount. OPS has also started negotiations with Avianca to claim over 144,000 accumulated miles which we hope to redeem for free tick‐ets in the future.


Category4th Qtr Count

2011Count

4th QtrUSD

2011USD

Consulting 977 3,198 6,855,193 24,317,932Travel 4,314 17,776 3,504,816 14,615,788Nat'L Office Requisition 1,347 4,997 3,394,351 10,768,549General Expenses 1,045 3,868 1,909,363 12,095,299General Services 662 2,642 1,350,587 8,430,567Other 2,056 8,506 4,071,303 19,866,147TOTAL 10,491 40,987 21,085,613 90,094,282

37

Hotels Preferred corporate agreements have proven to reduce lodging costs for the Organization. By using such agreements with preferred hotels in the DC Metro Area, the GS/OAS continued to realize savings during this quar‐ter. The agreement with one of the most frequently used hotels partners, The State Plaza, generated savings of USD 30,000 in 2011. Additional sav‐ings were obtained by areas that decided to pay for hotel accommoda‐tions directly rather than pay per diem to guests. This was due to hotel rates being lower than the predetermined UN scale per diem rates. Based on recommendations from the OIG, OPS met with several General Managers from Marriott Hotels in Latin‐America to begin negotiations to establish preferred rates. OPS is also negotiating a single point contact and a standard hotel contract for all Marriott properties in Washington, DC. Travel Expenditures1 During this quarter, the total expenses reported as travel, including items corresponding to travel expenses associated with fellowships and other costs, came to USD 5.0 million. Approximately 6% (USD 0.3 million) of this is Regular Fund use and the remaining USD 4.7 million was created using Specific and other Funds. Further breakdown is shown in the table below:

Also, OPS started the distribution of a new report that provides Program heads with information regarding future travel plans recorded with our preferred travel service provider by week. Shown below are the summa‐ries for cumulative figures for 2011 by Chapters:

Other Activities Approximately 10 more users from different areas of the Organization were certified in the purchasing module of OAS Enterprise System (OASES). Over 40 users were certified during 2011. OPS also continued its series of internal training sessions to further update is own staff in opera‐tional details of purchasing activities. Under these training activities, OPS also provided a special training session in procurement matters for six of the National Office Directors that were visiting DC to attend other meet‐ings. As in previous years, OPS continued to provide special support to elec‐toral observation missions and other special activities. Among these ac‐tivities, OPS provided support to the electoral observation mission in Gua‐temala.


Chapter 5 ‐ Secretariat for Multidimens ional

Securi ty35.0%

Chapter 1 ‐ Office of the Secretary Genera l

6.0%

Chapter 2 ‐ Office of the Ass is tant Secretary

Genera l2.0%

Chapter 3 ‐ Autonomous and/or Decentral i zed

Enti ties11.0%

Chapter 4 ‐ Secretariat for Lega l Affai rs

4.0%Chapter 6 ‐ Secretariat for

Pol i ti ca l Affai rs21.0%

Chapter 8 ‐ Secretariat for Externa l Relations

2.0%

Chapter 9 ‐ Secretariat for Adminis tration and

Finance1.0%

Chapter 10 ‐ Bas ic Infrastructure and

Common costs3.0%

Chapter 7 ‐ Secretariat for Integral Development

15.0%

Travel through OWT— 2011

RegularFund

Specific andOther Funds Total

Fellowship Travel ‐ 0.1 0.1Fare 0.2 2.2 2.4PerDiem 0.1 1.3 1.4Terminal Expenses ‐ 0.2 0.2Other ‐ 0.9 0.9Total Travel 0.3 4.7 5

*Other travel expenses include: Transportation Rental, installationallowance, excess baggage, local travel, passport renewals and othermiscellaneous travel expenses.

1 ‐ Refers to expenses rather than obligations. The total reported as travel obligations for the third quarter may therefore be different.

38

With regards to its operational obligations and other requirements, OPS fulfilled the demands for quarterly reports, responded to internal and external audits, and contributed to the preparation of a variety of cus‐tomized reports. Purchasing / Corporate Cards Substantial efforts from OPS were dedicated to the activities related to the addition of corporate card services for the GS/OAS. OPS and DFAMS met weekly with Bank of America throughout the year. OPS is leading the task force to move forward with the replacement of American Express as our ghost card with OWT, our travel service provider. OPS expects to roll out the new card issued by Bank of America during the first quarter of 2012. By switching platforms we anticipate wider acceptance, better conditions and improved ability to capture more travel through our pre‐ferred travel service provider. In 2011, OPS also completed a process to increase the direct purchase threshold from USD 1,000 to USD 3,000 acknowledging that this limit had not been reviewed in several years. As a result, small dollar value pur‐chases can now be processed with far greater efficiency in less time, and OPS buyers can dedicate their limited resources to higher priority transac‐tions. Vendor Management OPS continued the task of purging the list of vendors and merging dupli‐cated entries. During the fourth quarter a total of 1,260 tickets were processed. Most of these requests were submitted to enter new vendors and some 250 we submitted to make updates to existing records. De‐spite this increase, OPS managed to complete the majority of vendor‐related requests within its normal average processing time of 24 hours. OPS also works in close collaboration with DHRS as vendor records need to be updated and synchronized in order to reflect and changes or up‐dates made to DHR personal records.

OFFICE OF GENERAL SERVICES (OGS)

2011 Building Maintenance and Operations The Secretariat for Administration and Finance/Office of General Services (SAF/OGS) has two sources of funding for building maintenance and op‐erations. The approved 2011 Regular Fund Budget allocated USD 5.08 million, and rental income allocated another USD 1.43 million. Thus, this Office had a total of USD 6.5 million available for mortgage payments, outsourced contracts, and maintenance operations. As of December 31st, 2011, this Office paid a total of USD 6.45 million, including obligations, as follows: USD 1.88 million in mortgage payments, USD 1.50 million in utilities (electricity, water, and steam), USD 2.19 mil‐lion in outsourced contracts (security, cleaning, and other maintenance personnel), and USD 0.878 million in building maintenance and opera‐tions that include repairs, general maintenance, capital investment, ser‐vices, and supplies. Building Improvements and Office Moves As of December 31, 2011, the Capitalized Building Improvement costs total over USD 286,000. These upgrades included new air conditioning and heating equipment for the MNB; a ground irrigation system in the pool area; refurbished MNB wooden floors; a dozen new tiles on the roof of the MNB; the restoration of the Eagle Lamps located in the back of the MNB; and new gutters for the Casita. During the 4th quarter, the GSB offices of the Secretary General and his advisors were relocated in the MNB. A total of 74 office moves were re‐quired and some restoration to the offices of the President of the Perma‐nent Council, Chief of Staff, and Protocol Office were required, as well as repairs to ten cubicles in the GSB. SAF/OGS finished painting the interior of the Museum of the Americas, as well as other areas in several buildings .


39

Rental Income The Secretariat received a total of USD 1.987 million in rental income from leasing 50,467 square feet of GSB office space. Current tenants in‐clude IICA, PAHO, PADF, Development Gateway Foundation, Juan Valdez, and the OAS Staff Federal Credit Union. Special Events During the fourth quarter of 2011, a new system to manage and control the special events was implemented following the policies and proce‐dures set by Administrative Memorandum 68, Rev. 4. In order to imple‐ment the new system, SAF/OGS worked very closely with the Committee on Special Events, the Office of Protocol, the Art Museum of the Americas and the Department of Conferences and Meetings, by reviewing the user fees and the procedures for the use of GS/OAS facilities for special events. SAF/OGS also worked internally with the different areas of the Organization to explain the advantage of the new systems and its imple‐mentation. The Memorandum Administrative 68 Rev. 4, “Management of Resources and Facilities for Events at Headquarters”, was issued on December 2011 and includes revised user fees, application form, and costs sheet to esti‐mate the total cost of an event. Fixed Assets Inventory During the fourth quarter of 2011, the Office of General Services com‐pleted the physical inventory at Headquarters. The Office scanned over 14,000 assets and is now in the process to locate those assets not physi‐cally found during the inventory, by revisiting the Secretariat/Departments within the Organization. In addition, the Office also started the physical inventory of the National Offices by sending the update in‐ventory list to each country. Twelve of the thirty‐one countries have al‐ready responded with their Attestation of Fixed Assets Inventory for 2011. The remaining offices have acknowledged receipt of the latest up‐dated inventory, and we are in communications to obtain their final at‐testations.

SAF/OGS continuously performs inventories on all employees retiring from the Organization, as well as all Departments that have moved from one location to another in the last quarter of 2011. During the last quarter of 2011, in coordination with the Inventory Com‐mittee, SAF/OGS was able to retire a total of 103 items, consisting mainly of irreparable file cabinets, bookcases and chairs with zero book value. Parking Fund Savings The Parking Fund has reduced its expenses by an approximately 21% in 2011, as a result of the reduction of parking space rental at Colonial Park‐ing and the rigorous control on the distribution of Smart benefits among OAS Staff. Photocopy Equipment SAF/OGS continues with its policy to constantly modernize and upgrade the photocopy equipment throughout the Secretariat. To accomplish this goal, 8 new devices were purchased, for a total over USD 72,000. These devices are state‐of‐the‐art equipment and are able to perform, in addi‐tion to photocopying: scanning, faxing, and printing. All of these devices are connected to the network which adds efficiency and effectiveness to the document management process. Security Equipment SAF/OGS continues upgrading its security infrastructure to maintain all of the GS/OAS buildings secure and safe. To implement this policy, the Of‐fice invested over USD 63,500 in new surveillance cameras, ID readers, and a new metal detector. Fixed Assets Inventory.


40

DEPARTMENT OF HUMAN RESOURCES (DHR)

During the 4th quarter of 2011, the Department of Human Resources (SAF/DHR) continued implementing initiatives in each of the following areas: Modernization Efforts The General Secretariat of the Organization of American States (GS/OAS) through the SAF/DHR, developed and presented to the CAAP, on Decem‐ber 6, 2011, an Action Plan Guide in order to comply with Member States request to provide a revised and updated version of the Comprehensive Human Resource Management Strategy and to submit monitoring and progress reports to the CAAP every 30 days. The Action Plan Guide ad‐dressed five main human resources initiatives: i. Reduction of number and regularization of levels of Trust Positions, ii. ICR reform, iii. Moderni‐zation of retention incentives, iv. Enhancement of transparency in human resources practices, and v. Identification of General Standards revisions required for implementation of the items mentioned before. Additionally, as part of SAF modernization and streamlining of processes, the DHR has been working to implement a new automated system for processing natural Performance Contracts (CPR): RBCS (Results Based Contracting System), a joint project between the DHR and the Depart‐ment of Information and Technology Services (DOITS). The new auto‐mated system is currently in a testing phase and will be in production and ready for its use by March 15, 2012. Standardized Job Descriptions (SJD) As part of the working plan developed by the DHR in order to expedite and complete the pending competition processes, the DHR continued to prepare standardized vacancy announcements for the 3rd group of cases pending of competition that will be published in January of 2012. Training Program During the 4th quarter, the training program “Organization skills for the overwhelmed” was delivered to 27 staff members in order to provide them with practical guidelines and techniques to enhance their organiza‐tional and time management skills. In addition the DHR is currently col‐

laborating with DOITS to develop and test the virtual community tool for the “From Peer to Leader” training program. This virtual tool is entailed to enhance the learning and collaboration skills within participants of this program. On October 24, the GS/OAS hosted the 2011 Staff Awards Ceremony, celebrating its annual achievements. At this ceremony 94 staff members were recognized for their years of service, 21 for their retirement, and 37 for their outstanding performance. The Leo S. Rowe and the Terry Woods Memorial Awards were presented at this Ceremony. Health Insurance The Health Unit continued providing occupational health services to all staff, consultants and interns of the GS/OAS through its Wellness Pro‐gram, which included lectures on “Smoking Cessation”, “Food Safety and Preparedness for the Holidays (USDA)”, and various other events includ‐ing the “Weekly Flu Shot Clinics”, “Diabetes Walk” and “AIDS Awareness Day. Benefits Continuing with modernization initiatives the Benefits unit is currently working to create an automated access based tool for DMV requests, which would reduce the margin of error and increase capacity to store more information. Internships On November 10th and 11th, 2011; 84 interns from the Americas and other countries (France, Republic of Korea, Norway and Spain) convened at the 11th Model of the Permanent Council of the GS/OAS (MOAS/PC), to discuss and develop hemispheric strategies to consolidate democracy through equitable economic growth and inclusion. As of December 31st, 2011; 11 Country Offices and 3 Special Programs have participated in the GS/OAS Internship Program with a total of 67 interns collaborating in Country Offices in Costa Rica, Dominica, Grenada, Haiti, Mexico, Panama, Paraguay, Peru, Dominican Republic, Trinidad and


41

Tobago and Venezuela; and Special Programs in: UTA/Argentina, MAPP/Colombia and INN/Uruguay. Staffing

During the 4th quarter of 2011, the DHR supported the GS/OAS with hu‐man resources‐related information for the preparation of the 2012 Pro‐gram‐ Budget of the Organization presented before the Special Session of the General Assembly on October 31, 2011. In addition, the DHR successfully executed a great volume of personnel actions for the closing of year 2011, including the extension of 305 staff‐ing contracts financed by regular, specific and ICR funds. Such actions were based on the GS/OAS contract extension policy of six months for short‐term contracts and twelve months for long‐term contracts. Selection Competitions

With regard to the selection competition working plan to regularize the backlog of 160 positions (10 groups of 16 cases each), in September, 2011 DHR published the second group of 16 cases and a total of 292 applica‐tions were received as shown below:


* The applications of candidates from “Other Countries” were not considered in the evaluation process as preference is given to nationals of Member States

** The applicants did not indicate their nationality

SELECTION COMPETITIONS ‐ GROUP 2 ‐ GEOGRAPHIC REPRESENTATION ‐

SELECTION COMPETITIONS ‐ GROUP 2 ‐ GENDER DISTRIBUTION ‐

42

As part of its customary practice, the DHR administered the recruitment and selection process for the second group and presented the recom‐mendations of the areas before the Advisory Committee on Selection and Promotion (ACSP), and subsequently, before the Secretary General for his final approval in December, 2011. The incumbents of the approved cases won the competition process and consequently were selected to occupy the positions. The third group of 16 cases is scheduled to be published on the third week of January, 2012 and will be advertised in the Web externally and internally for 21 calendar days. The DHR will be conducting the prelimi‐nary screening of applicants and the applications of those who are prese‐lected will be sent to the pertinent areas of the GS/OAS. It is projected that the competition process of this group will finish in April, 2012. In addition, in order to address current organizational needs and to at‐tract and select the best talent under a competitive selection process, the positions of Inspector General and Executive Secretary of the Inter‐American Commission on Human Rights were published during this quar‐ter. COORDINATING OFFICE OF THE OFFICES AND UNITS OF THE GEN‐ERAL SECRETARIAT IN THE MEMBER STATES (COGSMS)

In 2011 the Coordinating Office within the Office of the Assistant Secre‐tary General focused on 3 main areas to increase efficiency and effective‐ness of the OAS Country Offices: Communications, Administration and Finance and Infrastructure. Communications In accordance with the Coordinating Office’s policy of maintaining a direct and constant communication with the National Offices, a series of tools and procedures have been implemented in 2011: National Office Collaborative Space (NOCS) A online platform (Sharepoint) for information sharing among the offices and areas in the Secretariat of Administration and Finance (SAF) was de‐veloped in cooperation with the Department of Information Technology

Services (DOITS). The platform was renamed the National Offices Collabo‐rative Space (NOCS) and officially launched in October 2011. Information shared so far includes:

2012 Yearly budgets and budget execution spreadsheets Financial documents (in collaboration with DFAMS – more docu‐

ments to be placed online in 2012) Supporting documentation for requisitions 2011 inventory information (in collaboration with the Dpt. of General

Services) New Annual reports and work plans Communiqués from the Coordinating Office to the Country Offices Tutorials on IT issues (in collaboration with DOITS) The coordinating office is currently exploring the possibility of adding more information to NOCS, including the following:

Time sheet/leave reports (DFAMS) Petty cash reconciliation documentation (DFAMS) Health Insurance re‐imbursement documentation (DHR) Information relevant to technical areas and the Country offices re‐

garding projects/programs/initiatives in the field As of the present date nearly 130 staff members across 28 offices and in 8 departments in HQ have access to NOCS. Webcasts and Adobe Connect Given the strained financial resources of the organization, but cognizant that training in the Country Offices is sorely lacking, the coordinating of‐fice has endeavored to find creative solutions and has made use of new interface tools for communication and training. In collaboration with SER/DSCI the Coordinating Office has held 4 web‐casts for the 28 National Offices on topics ranging from the Website de‐sign to strategic planning. Additionally, using a tool supplied by DOITS, over 15 one on one Adobe Connect sessions have been held in 2011 to train OAS Country Office Staff in budget planning/reconciliation, OASES and other financial procedures.


43

In 2012 the coordinating office plans on rolling out Adobe connect/webcast sessions on the following topics:

Excel 101 – how to use of excel for more efficient budget execution Discoverer 101‐ how to use discoverer to reconcile Purchase Orders National Offices Collaborative Space – Maximizing the use(s) of NOCS OASES preparer refresher course – trick and tools for preparing req‐

uisitions (in collaboration with OPS) New CPR system (in collaboration with DHR) Instant Messaging: SPARK In collaboration with DOITS, all OAS country offices have been provided with access to an online instant messaging system called SPARK. Al‐though implementation is still in progress, at any one time 15‐20 OAS Country Office staff as well as staff from HQ can be contacted instantly through SPARK. The tool also allows for “conference chats” in safe, online conference rooms. In many instances this tool replaces the need for phone calls and/or e‐mails as HQ and country office staff can answer brief questions and/or provide necessary information/guidance instantly. Administration and Finance To meet the need for better collaboration between the different areas of SAF, the country offices and the coordinating Office, the position of Ad‐ministrative and Financial Officer for the Country Offices (currently held by Andrea Groehn‐Kick) was moved to SAF. This move has significantly increased the communication and collaboration between the Coordinat‐ing office and the various areas of SAF and has assisted in the develop‐ment and implementation of the tools and processes detailed below. Standard budget The OAS country offices did not have standardized budgets, making it dif‐ficult to effectively supervise their budget execution. The coordinating offices therefore designed and rolled out a standardized template for the 2012 budget planning as well as a 2012 budget execution tool. The excel templates for regular and specific funds were uploaded to each office’s folder on NOCS and completed by the offices online. All 28 country of‐fices completed this exercise successfully allowing for better control and follow‐up by the Coordinating Office and the different areas within SAF.

Yearly Requisitions Following discussions with OPS, DFAMS and the country offices, the Coor‐dinating offices identified the process of assigning funds and creating req‐uisitions on a quarterly basis as a time‐consuming and bureaucratic proc‐ess for all areas involved. With backing from the Secretary for Administration and Finance, it was decided that the Country Offices would be given their complete yearly budget allotment at the beginning of the year and would be allowed to obligate their recurring expenses on an annual rather than quarterly ba‐sis. This relatively simple change in procedure will result in a significant reduction in the number of Country Office requisitions for 2012:

Recurring expenses such as rent, water, electricity, phone, cleaning services, maintenance, gasoline etc are obligated for the entire year instead of the quarter, reducing the number of requisitions for each expense from 4 to 1.

Yearly obligations of recurring expenses will bring about a reduction in the workload in the Country offices, the Office of Procurement Ser‐vices (OPS) as for each recurring obligation only 1 and not 4 requisi‐tions will have to be created, approved, reviewed and converted into Purchase Orders

Following negotiation with the respective landlords, yearly payment of rent could result in “discounts” in rent payments. Such negotia‐tions are currently underway in 2 offices with more possible in 2012.

Review of Financial Processes In its collaboration with DFAMS, the Coordinating office is also reviewing several financial processes to seek synergies while creating efficiencies and hopes to be able to implement the following in 2012:

Review and simplification of the invoicing process allowing the offices to enter their own invoices into OASES;

Use of NOCS to upload leave reports Use of NOCS to upload financial documentation ‐currently hard cop‐

ies are sent via currier every quarter Change of the petty cash threshold;


44

The considerable number of joint SAF/Coordinating Office initiatives has had a significant impact on the improved efficiency of the Country Offices already, with additional streamlining and efficiencies to be implemented in 2012. Infrastructure Improvement Considering that the country offices are the “face” of the OAS in the

member states the Coordinating Office aims to give the offices the tools and equipment necessary to be able to perform their assigned duties to the best degree possible in the current financial circum‐stance.

The infrastructure needs in the country offices continue to be significant. The regular fund budgets assigned to the offices are barely sufficient to cover the running costs of the offices and many are in dire need of basic, updated office equipment. The new collaboration between the Coordinating office, the office of the Assistant Secretary General, the country offices, SAF and the other key areas have created significant synergies and efficiencies in 2011. The Of‐fice of the Assistant Secretary General and the Secretariat for Finance hope to replicate and expand this proven collaboration with other techni‐cal areas of the Secretariat triggering a net gain in effectiveness and in‐creased efficiency for the organization as a whole. OTHER SECRETARIATS

Secretariat for Political Affairs (SPA)

To mitigate the impact of the financial crisis on the projects and day‐to‐day activities of the Secretariat, the SAP has been seeking to locate and further efficiencies that focus on the reduction of administrative costs. In this regard, the Secretariat has gained significant savings in personnel and travel costs. As for personnel costs, as per the Executive Order 08‐01 Rev. 4, the SAP has implemented in full the ordinance provided for by the Ad‐ministrative Management Support (AMS) section. This section, which includes 8 administrative officials, coordinates elec‐toral observation missions, good offices missions, projects of e‐

government, the Mission to Support the Peace Process in Colombia (MAPP), the Universal Civil Identity Program in the Americas (PUICA), among others. This section’s implementation efforts have allowed for the standardization of administrative processes, the reduction of unnecessary or redundant processes, and synergies with various departments within the Secretariat of Administration and Finance. In the area of travel costs, the Secretariat has focused on the utilization of available technology in HQ to participate in and coordinate meetings. Travel costs approved by the Secretariat are those that are deemed nec‐essary and/or essential, and whose objective cannot be attained through other means. Executive Secretariat for Integral Development (SEDI)

Following the example of the Secretariat for Political Affairs (SPA), the Executive Secretariat for Integral Development (SEDI) has begun the im‐plementation of the Administrative Management Support (AMS) Section referenced in Executive Order 08‐01, Rev.4. By the end of 2011, the SEDI AMS Section was effectively providing administrative and logistical ser‐vices to two of the four departments under SEDI (Economic Develop‐ment, Trade and Tourism; Social Development and Employment), plus the Executive Office. The implementation phase will continue in early 2012 with an expected completion date of March 30, 2012. The expectation is that significant savings will be generated by the AMS Section. In addition to the AMS effort, SEDI is working to reduce costs across the board, consistent with maintaining “a culture and practice of austerity, efficiency, accountability, effectiveness, transparency, and prudence in the use, execution, and management of the Organization’s resources” AG/RES. 1 (XLII‐E/11). Like SPA, SEDI is taking advantage of advanced telecommunications technology to hold videoconferences and virtual meetings to save on travel and conference services costs. With the assis‐tance of the Secretariat for External Relations, SEDI is also taking advan‐tage of the technology for promotional purposes, by ensuring that major events, such as Ministerial meetings in various subject areas, are pro‐moted on Facebook and Twitter at a low cost to the General Secretariat.


45

Annual Audit of Accounts and Financial Statements for the

years ended December 31, 2010 and 2009 In its 2010 Report, the Board discussed several issues related to the op‐eration of OAS and provided specific recommendations to address them. The Board was generally satisfied with the progress made by OAS as ex‐emplified by the reduction in recommendations from 21 to 12 from last year. These recommendations are described in detail in the following sec‐tions. The Board presented its report to the Permanent Council on May 4, 2011. A status of their recommendations is presented below. 1 – COMMENTS RELATING TO THE GENERAL SECRETARIAT

Financial Conditions of the OAS Regular, Specific, and Volun‐

tary Funds Budgetary Resources

1.1 The Board reaffirms its recommendation that the Permanent Council

avoid a structural deficit in the future by ensuring consistency be‐

tween the mechanism of setting OAS quotas and the mechanism of

setting expenditures.

The Secretary‐General’s presentation to the Permanent Council on the budget ceiling resolution for the 2012 regular budget made reference to the issue of the structural deficit and urged the Council to approve his request for a 3 percent increase in OAS quotas in 2012 to cover inflation and avoid further significant cuts in personnel and implementation of mandates. 1.2 As advocated in the past, the Board feels strongly that the practice of

allowing discounts for early payment of quotas should be aban‐

doned.

The GS/OAS made a presentation to the CAAP analyzing the impact of prompt payment discounts on the timing of quota payments as financial market conditions evolved in the past decade. The presentation ob‐served that the prompt payment discount rates currently exceed market short‐term interest rates by a significant margin, resulting in the para‐doxical situation that prompt payment discounts now exceed interest earnings on the Regular Fund. The GS/OAS also presented options for eliminating or reducing the rates for the prompt payment discount. The CAAP approved for submission to the GA a revised prompt payment dis‐count schedule, providing discounts of 3% for payments completed by January 31, 2% by February 28, and 1% by March 31. OAS Administrative Streamlining

1.3 The Board reaffirms its recommendation that the OAS continue im‐

plementing the SAF streamlining initiatives.

As detailed in Section I‐B on OAS Improvements and Efficiencies, SAF con‐tinues to implement a robust set of streamlining initiatives. SAF’s Busi‐ness Process Working Group has focused on business process automation projects with the greatest potential for reducing the complexity and in‐creasing the cost‐effectiveness of OAS business practices. These include automation of travel booking and travel expense claims and implementa‐tion of a purchase card procurement system to automate expense re‐cording and payments for all purchases under USD 2,500. These two categories of procurement represented over three‐fourths of all procure‐ment transactions in 2010. In addition, the GS/OAS implemented its posi‐tion control system, a significant step toward automated budgeting of personnel costs, and made significant progress toward full automation of inventory control. Accounting Standards

1.4 The Board reaffirms its recommendation that the Permanent Council

allocate funding to develop an implementation strategy and adopt

IPSAS.

RECOMMENDATIONS OF THE BOARD OF EXTERNAL AUDITORS

46

The firm International Business and Technical Consultants (IBTCI) and staff of the Department of Financial and Administrative Management Ser‐vices (DFAMS) made progress in connection with the IPSAS implementa‐tion project during the fourth quarter. Outlined below are the last activi‐ties worked on around the IPSAS project. The implementation of IPSAS is a complex undertaking that requires financial and human resources solely dedicated to it. In light of the challenging financial situation it currently faces, the GS/OAS has been forced to delay further implementation until such time that funds are identified to carry the project forward. Update of GAP Analysis IBTCI reviewed and updated the GS/OAS' preliminary gap analysis be‐tween relevant OAS Budgetary and Financial Rules and IPSAS. The up‐dated document confirms the need to develop a new chart of accounts and reflects the changes needed to close the gap between the two re‐porting methods, focusing on presentation of and disclosures in the finan‐cial statements. Fixed Assets IBTCI, in conjunction with staff members of DFAMS, have completed a thorough analysis of the Organization’s policy for fixed assets. Draft rec‐ommendations on key aspects of the policy, including capitalization and asset tracking thresholds, asset classes and grouping, valuation of real estate and other artwork have been developed and were submitted for management and external audit comments during the final quarter of 2011. DFAMS started discussions with the Organization’s external audi‐tors regarding the presentation of fixed assets in the financial statements and the level of detail required for IPSAS‐compliant notes to the financial statements. OASES IBTCI, DFAMS and DOITS met to discuss the cost/benefit and feasibility of achieving IPSAS‐compliant statements through the use of manual spread‐sheets and adjustments to convert cash/budget balances to an accrual basis in lieu of upgrades/updates to the Organization’s enterprise re‐source planning tool (OASES) that would automatically perform these

accruals. Final report with results of this analysis is expected for the first quarter of 2012. Workforce Management Reforms

1.5 The Board reaffirms its recommendation for the Secretariat and Gen‐

eral Assembly to authorize the next phases of implementing the HR

management reforms, including converting the existing employment

and contracting mechanisms, and applying the position control sys‐

tem to all persons employed or contracted by the OAS. 1) Simplification of Contracting Mechanisms Following‐up on the CP/CAAP‐3096/11 Human Resources Management Plan document presented to CAAP on March, 2011, and in order to com‐ply with Member States requests under the AG/RES. 1 (XLII‐E/11) Pro‐gram‐Budget of the Regular Fund of the Organization for 2012 and Contri‐butions to FEMCIDI III.A.7. Human resource policies, in which the General Secretariat is instructed to present a revised and updated version of the Comprehensive Human Resource Management Strategy and to submit to CAAP every 30 days monitoring and progress reports of this strategy, the Secretariat for Administration and Finance (SAF/DHR) presented to CAAP on December 6th, 2011, the CP/CAAP‐3096/11 add.4 Comprehensive Hu‐man Resource Management Strategy Phase One Action Plan Guide docu‐ment in order to be discussed with Member States. This HR Action Plan Guide is part of the revised and updated version of the Comprehensive Human Resource Management Strategy that SAF/DHR is developing to present to Member States, which will consider, among other topics, the review of contracting mechanisms in order to include: short‐term per‐formance contracts, fixed‐term contracts for project‐linked activities un‐der Specific Funds, and open‐ended contracts for core organizational ser‐viced under the Regular Fund. Progress reports on the HR Strategy will continue to be presented to CAAP every 30 days.

SECTION I RECOMMENDATIONS OF THE BOARD OF EXTERNAL AUDITORS

47

2) Position Control System (PCS) a. As informed in the last status report on the Recommendations of the

Board of External Auditors of September 30, 2011, the PCS was imple‐mented in the HR Module of the OAS Enterprise System (OASES), and the DHR is currently developing and testing the reports that will be generated by this tool. The DFAMS will continue working in this pro‐ject to budget the positions in the OASES system.

b. The final testing phase for the SJD system has been completed and improvements to this tool were delivered to DOITS in order to be in‐cluded within the system. The implementation of the SJD system is expected for the 2nd quarter of 2012 .

1.6 The Board reaffirms its recommendation that OAS conduct a thor‐

ough workforce planning analysis and determine those positions

which should be staffed through employment mechanisms versus

contract mechanisms.

The DHR continued working with different areas within the GS/OAS to convert some of its CPR contracts to staff. During 2011, 26 new staff hires were previously contracted under a CPR contract. Real Property Strategy

1.7 The Board reaffirms its recommendation that the OAS implement a

sustainable real property strategy that addresses the current de‐

ferred maintenance problems and preserves the assets for future use.

SAF/OGS presented, via the document CP/CAAP‐3089 add. 1 corr.1,, dated 18 April 2011, to the Member States several alternatives to imple‐ment a sustainable real property strategy that includes: Contributions from the member states

Rental of current available space

Sale of OAS property

Renovation of existing space to increase rental revenue, and

Reduction of other operating costs

National Offices

1.8 The Board reaffirms its recommendation that OAS evaluate alterna‐

tives for supporting program delivery and improving internal controls

in National Offices. DFAMS continues to move forward with the implementation of INTL Global Currencies LTD’s platform to execute local currency funding and local currency payroll payments from Headquarters to the OAS Country Offices. As of December, the execution of local currency transfers was extended to three additional Offices, and electronic payroll payments to one more Office. By the end of December, there were 12 OAS Country Offices being funded from Headquarters: Barbados, Belize, Bolivia, Costa Rica, Dominican Republic, Guatemala, Haiti, Honduras, Mexico, Nicara‐gua, Peru, and Trinidad and Tobago. Information Technology Infrastructure

1.9 The Board recommends that an IT Governance Board should be es‐

tablished and empowered with the authority of the Secretary Gen‐

eral.

The GS/OAS established the IT Governance Committee and it is full opera‐tional . 2 – COMMENTS RELATING TO OTHER OAS AND RELATED ENTITIES No recommendations


48

3 – COMMENTS RELATING TO THE OFFICE OF THE INSPECTOR GENERAL

Professional Standards Review

3.1 The Board reaffirms its recommendation of the need for a peer review

evaluation to be performed on the Office of Inspector General. The OIG is currently contacting other international organizations to study the feasibility of conducting a peer review to ensure that current policies and procedures are conforming to applicable professional IIA standards. In addition, the OIG is planning to attend training on peer review guid‐ance to obtain sufficient knowledge and conduct an internal assessment of quality controls in place before undergoing an external peer review.

2011 OIG Work Plan

3.2 The Board recommends the Secretary General amend Executive Order

95‐05 to require an OAS management response within 30 days upon

receiving draft audit and investigation reports from the OIG, and re‐

quires final release of the reports even in the event of non‐response.

The OIG is currently working on a draft amendment not only to include the recommendation from the Board, but also to enhance its contents by adding guidelines to conduct investigations, and the necessary updates to comply with the standards of professional practice of internal auditing. The OIG intends to issue the draft by the end of the year, following re‐view from the Department of Legal Services.

3.3 The Board recommends that the Inspector General report to the Per‐

manent Council annually by June 30 on the status of completion of

the planned audits for the previous year, the status of management

actions regarding outstanding audit recommendations, and the pro‐

posed plan of audits for the new fiscal year.

The OIG is redesigning its annual report in order to incorporate: an over‐view of audits that have been performed, management responses on rec‐ommendations issued and audit work plans, as recommended by the Board of External Auditors.


49

SECTION II

2011 OAS RESOURCES BY CHAPTER

50

Secti on II of the Quarterly Report provides an overview of all GS/OAS re-sources from a budgetary perspecti ve broken down by Chapter, as appli-cable. Table 1 consolidates this informati on.

Budget

The budget for the Regular Fund and FEMCIDI refl ects the authorized ap-propriati ons for the 2011 cycle and does not show actual income collected, as shown under the fi nancial perspecti ve in Secti on I. The budget for Spe-cifi c, Service and Other funds includes beginning balances, contributi ons, transfers and miscellaneous income through the fourth quarters of the year.

Executi on

Executi on for the Regular Fund and FEMCIDI includes expenditures and ob-ligati ons for the current budgetary year. Executi on for Specifi c, Service and Trust funds may include expenditures and obligati ons from prior budgetary years.

Human Resources and Acti ve CPRs (Natural)

This secti on provides a headcount “snapshot” of employees by fund, gen-der and grade, as well as acti ve natural CPRs, as of December 31, 2011. These stati sti cs may include CPRs already reported in previous periods.

ALL CHAPTERS

Table 1Budgetary Executi on and Human ResourcesAs of December 31, 2011

ALL CHAPTERS


BUDGETEXECUTIONVARIANCE

HUMAN RESOURCES BY GENDERM F T M F T M F T M F T M F T M F T M F T

Secretary General 1 1 1 1Assistant Secretary General 1 1 1 1Senior Executive (D) 9 4 13 1 1 10 4 14Professional (P) 140 141 281 58 57 115 14 30 44 4 4 1 1 2 217 229 446General Services (G) 57 83 140 3 11 14 13 35 48 2 5 7 1 1 2 76 135 211

208 228 436 61 68 129 27 65 92 7 5 12 2 2 4 305 368 673

Associates 29(a) Includes accounts such as Parking Services, Rental Hall of the Americas, Building and Maintenance and Tax Equalization. Active CPRs (Natural) 265

See Section III of this report for further details. Interns(b) Includes preliminary balances for the Trust for the Americas, Rowe Fund Pan American and Medical Benefits Trust Fund. 967

115,11844,4462,310 63,357 56 2,0642,885218,104

85,350 148,295 8,990 24,33383,040 84,938 8,934 22,269

Specific FundsIndirect Cost

Recovery (ICR) Other Accounts(a)

333,222


Other Funds(b)

61,18816,742

Voluntary Funds(FEMCIDI)

5,0672,182

Regular Fund TOTAL

51

Table 2Headcount by ChapterAs of December 31, 2011

ChapterSecretaryGeneral

AssistantSecretaryGeneral

SeniorExecutive (D)

Professional(P)

GeneralServices (G) Associates

Active CPRs(Natural) Interns Total

Chapter 1 Office of the Secretary General 1 3 16 12 1 4 37Chapter 2 Office of the Assistant Secretary General 1 59 75 14 149Chapter 3 Autonomous and/or Decentralized Entities 3 63 27 14 70 177Chapter 4 Secretariat for Legal Affairs 1 14 7 1 23Chapter 5 Secretariat for Multidimensional Security 1 54 10 7 30 102Chapter 6 Secretariat for Political Affairs 2 79 7 34 122Chapter 7 Secretariat for Integral Development 1 59 13 7 77 157Chapter 8 Secretariat for External Relations 2 25 15 16 58Chapter 9 Secretariat for Administration and Finance 1 77 45 19 142

TOTAL 1 1 14 446 211 29 265 967

Figure 1Sources of Financing

Figure 2Staff and Associates by Type of Contract

Figure 3Staff and Associates by Region

Stati sti cs at a Glance

VoluntaryFunds

(FEMCIDI)2%

Indirect CostRecovery (ICR)

3%

Regular Fund26%

Specific Funds44%

Other Funds18%

OtherAccounts

7%

SpecialObserver

4%

Associate4%

Career8%

Continuing13%

Short Term36%

Long Term27%

Trust8%

Europe & Asia3%

North America23%

South America53%

CentralAmerica

11%

CARICOM10%

Secti on IIAll Programs

52

Table 3Budgetary Executi on by ChapterAs of December 31, 2011


ALL CHAPTERS


Chapter 1 Office of the Secretary GeneralBUDGETEXECUTIONVARIANCE

Chapter 2 Office of the Assistant Secretary GeneralBUDGETEXECUTIONVARIANCE

Chapter 3 Autonomous and/or Decentralized EntitiesBUDGETEXECUTIONVARIANCE

Chapter 4 Secretariat for Legal AffairsBUDGETEXECUTIONVARIANCE

Chapter 5 Secretariat for Multidimensional SecurityBUDGETEXECUTIONVARIANCE

Chapter 6 Secretariat for Political AffairsBUDGETEXECUTIONVARIANCE

Chapter 7 Secretariat for Integral DevelopmentBUDGETEXECUTIONVARIANCE 130 14,103 40,977987 2,885 22,939 (67)

186 14,812 69,25510,805 2,182 13,983 543 56 709 28,27811,792 5,067 36,921 476

134 29,669112 4,476 (146) 102 4,544

4,142 23,861 1,532

105 14,275

4,254 28,337 1,386 236 34,213

112 14,179 (121)

106 44,2063,888 25,069 973 1 29,9314,000 39,247 852

6,6591,182 14 0 1,197

2,639 3,969 50

3,275

2,639 5,152 64 0 7,855

2,752 (144) (632) 852

29,1829,043 1,104 1,267 3,305 25,907

11,795 960 636 4,157

18,040866481 (6) 193

950 502 196

6,1465,561

585

1,431 496 389 18,906

16324

139

1,6731,229

444

164222(58)

447

199

60

11,63511,188

4,1464,086

16,59116,392

TOTALSpecific FundsIndirect Cost



Other Funds(b)

Voluntary Funds(FEMCIDI)Regular Fund

Conti nued on next page

53

Table 3 (conti nued...)Budgetary Executi on by ChapterAs of December 31, 2011


ALL CHAPTERS

(in thousands of USD) TOTALSpecific FundsIndirect Cost



Other Funds(b)

Voluntary Funds(FEMCIDI)Regular Fund

Chapter 8 Secretariat for External RelationsBUDGETEXECUTIONVARIANCE

Chapter 9 Secretariat for Administration and FinanceBUDGETEXECUTIONVARIANCE


TOTALBUDGETEXECUTIONVARIANCE

(a) Includes accounts such as Parking Services, Rental Hall of the Americas, Building and Maintenance and Tax Equalization.See Section III of this report for further details.

(b) Includes preliminary balances for the Trust for the Americas, Rowe Fund Pan American and Medical Benefits Trust Fund.

2,064 44,446 115,1182,310 2,885 63,357 56

24,333 61,188 333,22283,040 2,182 84,938 8,934 22,269 16,742 218,10485,350 5,067 148,295 8,990

20,131 12,728 51,690284 16,374 822 1,927 29,491 48,898

14,198 4,475 158

99 0

14,482 20,849 980 22,058 42,219 100,587

22 104 (226)

559 15,78510,890 740 3,695 460 15,78510,912 845 3,469

6,58586 426 (13) 0 501

4,812 1,619 1544,898 2,046 142 0 7,086

54

Figure 4GS/OAS Budget by Program and Sources of Financing (in thousands of USD)As of December 31, 2011


* Includes accounts such as Parking Services, Rental Hall of the Americas, Building and Maintenance and Tax Equalization. See Section III of this report for further details.

20,000

40,000

60,000

80,000

100,000

120,000

Chapter 1 Office of theSecretary General

Chapter 2 Office of theAssistant Secretary

General

Chapter 3 Autonomousand/or Decentralized

Entities

Chapter 4 Secretariatfor Legal Affairs

Chapter 5 Secretariatfor Multidimensional

Security

Chapter 6 Secretariatfor Political Affairs

Chapter 7 Secretariatfor Integral

Development

Chapter 8 Secretariatfor External Relations

Chapter 9 Secretariatfor Administration and

Finance

Other

Other Funds

Other Service Accounts *

Indirect Cost Recovery (ICR)

Specific Funds


Regular Fund

55

Mission and Organizati onal Structure

The Secretary General performs the functi ons assigned by the OAS Charter, the Inter-American treati es and agreements, the resoluti ons of the Gen-eral Assembly, including the General Standards, and the resoluti ons of the other politi cal bodies in their areas of competence.

SummitsSecretariat

Office of the Secretary General(SG)

Office of ProtocolDepartment ofLegal Services

Office of the Chief of Staff



Career3%

Continuing6%

Long Term24%

Trust37%

Short Term27%

Associate3%


OtherAccounts

3%Indirect CostRecovery (ICR)

3%

Regular Fund67%

Specific Funds27%

Europe & Asia3%

CentralAmerica

6%

SouthAmerica

61%

NorthAmerica

27%

CARICOM3%


CHAPTER 1 - OFFICE OF THE SECRETARY GENERAL (SG)

56

Secti on IIProgram 1 (SG)

Table 4Budgetary Executi on, Common Costs and Human ResourcesAs of December 31, 2011

Table 5Regular Fund Budgetary Executi onAs of December 31, 2011(in thousands of USD)

OriginalAppropriation

AG/RES. 1(XL E/10) CORR. 1

Transfers Jan.2011 to Dec. 2011

ModifiedAppropriation asof December 31,

2011% Of Appropriation

Transfers Obligations Expenditures

% Executed ofModified

Appropriation

UnobligatedAppropriation as ofDecember 31, 2011

(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 1 Office of the Secretary General

1,743.9 355.6 2,099.5 20.4% 2,099.5 2,095.4 100.0%424.7 137.0 561.7 32.3% 553.2 549.2 98.5% 8.5

947.6 947.6 0.0% 940.5 936.9 99.3% 7.1593.2 (55.9) 537.3 9.4% 492.8 488.4 91.7% 44.5

Sub Total 2,761.8 1,384.2 4,146.0 50.1% 4,086.0 4,069.9 98.6% 60.1

The Department of Legal Services (12E)

Chapter

The Office of the Secretary General (12A)The Summits Secretariat (12B)

The Office of Protocol (12F)


Chapter 1 Office of the Secretary GeneralBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary General 1 1 1 1Assistant Secretary GeneralSenior Executive (D) 2 1 3 2 1 3Professional (P) 9 5 14 2 2 11 5 16General Services (G) 4 7 11 1 1 4 8 12

16 13 29 2 1 3 18 14 32

Associates 1Active CPRs (Natural) 4

Interns* Estimated amount of infrastructure and common costs allocated and pro rated by headcount. 37

585

543 6 368 918

60 444 (58)

1,673 164 6,1464,086 1,229 222 24 5,5614,146

Regular Fund TOTALSpecific FundsIndirect Cost

Recovery (ICR) Other Accounts

Service and Revolving FundsVoluntary Funds

(FEMCIDI)

163

139

Other Funds

57

Table 6Specifi c Funds Budget Executi on As of December 31, 2011(in thousands of USD)

The Office of the Secretary General (12A)The Summits Secretariat (12B)The Department of Legal Services (12E)

1,673 1,229 444

BUDGET(Opening Balance

01/01 plus Income)

EXECUTION(Expenditures and

Obligations) VARIANCE

386 484 (98)1,244

42702

42542

0

(A) (B) (C) = (A) (B)

Secti on IIProgram 1 (SG)

58


The Assistant Secretary General, as established by the OAS Charter, serves as the Secretary of the Permanent Council, as advisory offi cer to the Secretary General, and as the Secretary General’s delegate in all matt ers the latt er may entrust to the Assistant Secretary General. During the temporary absence or disability of the Secretary General, the Assistant Secretary General performs his/her functi ons. The Assistant Secretary General also carries out the functi ons assigned by the Sec-retary General, including those expressly set out in Executi ve Order 08-01 Rev.4.


Office of the Secretariat tothe General Assembly, theMeeting of Consultation,

the Permanent Council, andSubsidiary Organs

Department of Conferencesand Meetings Management

Coordinating Office for theOffices and Units of the

General Secretariat in theMember States

Columbus Memorial Library(office)

Office of the Assistant SecretaryGeneral

(ASG)

Office of theChief of Staff

of the ASG




Specific Funds8%

Regular Fund87%


3%

OtherAccounts

2%Career

13%

Continuing16%

Long Term35%

Short Term30%

Trust6% North America

13%

CentralAmerica

16%

South America38%

CARICOM33%

CHAPTER 2 - OFFICE OF THE ASSISTANT SECRETARY GENERAL (ASG)

59



Chapter 2 Office of the Assistant Secretary GeneralBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary General 1 1 1 1Senior Executive (D)Professional (P) 31 26 57 2 2 31 28 59General Services (G) 27 33 60 6 9 15 33 42 75

59 59 118 6 11 17 65 70 135

AssociatesActive CPRs (Natural) 14


Other Funds


(FEMCIDI)

389

193



18,90616,392 950 502 196 18,04016,591

(6)

1,431 496

866

2,188 24 1,483 3,695

199 481




Transfers Jan. 2011to Dec. 2011





Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 2 Office of the Assistant Secretary General

The Office of the Assistant Secretary General (22A) 1,582.9 (204.5) 1,378.4 12.9% 1,378.4 1,361.2 100.0%

1,214.8 114.8 1,329.6 9.5% 1,329.6 1,326.7 100.0%

The Department of Conferences and Meetings Management (22C) 5,210.8 199.5 5,410.3 3.8% 5,410.3 5,311.9 100.0%

7,231.3 41.4 7,272.7 0.6% 7,223.7 7,186.3 99.3% 49.0

The Columbus Memorial Library (22F) 863.5 78.8 942.3 9.1% 942.3 926.3 100.0%General Assembly (22H) 168.1 2.6 170.7 1.5% 107.6 103.2 63.0% 63.1OAS Unprogrammed Meetings (22I) 86.7 86.7 0.0% 0.0% 86.7

Sub Total 16,358.1 232.6 16,590.7 1.4% 16,391.9 16,215.6 98.8% 198.8

The Office of the Secretariat to the General Assembly, the Meeting of Consultation, thePermanent Council, and Subsidiary Organs (22B)

The Coordinating Office for the Offices and Units of the General Secretariat in the MemberStates (22D)

Chapter

Secti on IIProgram 2 (ASG)

60


Secti on IIProgram 2 (ASG)

The Office of the Assistant Secretary General (22A)The Office of the Secretariat to the General Assembly, the Meeting of Consultation, the Permanent Council, and Subsidiary Organs (22B)The Department of Conferences and Meetings Management (22C)Coordinating Office for the Offices and Units of the General Secretariat in the Member States (22D)The Columbus Memorial Library (22F)General Assembly (22H)OAS Unprogrammed Meetings (22I)

1,431 950 481

(C) = (A) (B)

92

(A) (B)

6189317

18

177

85498

5347

13439190

(316) 3 (319)6

275815

22


01/01 plus Income)



61

The Secretariat of the Inter-American Court of Human Rights (the Court) The Court operates under the directi on of the Secretary of the Court, in accordance with the administrati ve rules of the OAS General Secretariat, in so far as long as this does not confl ict with the independence of the Court.

The Executi ve Secretariat of the Inter-American Commission on Human Rights (IACHR)The mission of the Executi ve Secretariat of the Inter-American Commission on Human Rights is to promote the observance and protecti on of human rights. The Secretariat of the Administrati ve Tribunal of the OAS (TRIBAD)Provides legal advice to members of the Administrati ve Tribunal and exercises control over the processing of complaints presented to the Tribunal.

The Offi ce of the Director General of the Inter-American Children’s Insti tute (IIN)Performs the functi ons assigned to the General Directorate of the IIN in the Statutes and Rules of Procedure and by the IIN Directi ng Council and other competent bodies, according to the resources provided.

The Permanent Secretariat of the Inter-American Committ ee of Women (CIM)Performs the functi ons assigned to the Permanent Secretariat of the CIM in the Statute and Regulati ons of the CIM and by the Executi ve Committ ee of the CIM, the President of the CIM, and other competent bodies, according to the resources allocated.

The Secretariat of the Inter-American Telecommunicati on Commission (CITEL)Acts as a central and permanent administrati ve organ of CITEL in accordance with the provisions in the Statutes and the Regulati ons of CITEL and in accordance with available resources, and performs the duti es established in them.

Secretariat of the Inter-American Committ e on Ports (CIP)Provides specifi c technical support for development and executi on of port development projects when so requested by member states.

The Academic and Technical Studies Scholarship Selecti on Committ eeEntrusted with awarding the academic scholarships under the OAS Scholarships Program, in accordance with the Organizati on’s legal system.

The Offi ce of the Inspector General Assists the Secretary General and the governing bodies in monitoring both proper fulfi llment of the responsibiliti es of the various levels of management with re-spect to the General Secretariat’s programs and resources and adherence to the legal system governing the General Secretariat.

The Board of External Auditors Examines the accounts of the General Secretariat and consists of three members designated by the General Assembly.

The Trust for the Americas The Trust serves the OAS as an entry point to expand hemispheric cooperati on and enhance economic development by providing a channel for informati on, ser-vices, goods and funds.

CHAPTER 3 - AUTONOMOUS AND/OR DECENTRALIZED ENTITIES

62



Specific Funds41%

Regular Fund40%

OtherAccounts

2%Indirect CostRecovery (ICR)

3%

Trust for theAmericas

14%


Career6%

Long Term19%

Short Term44%

Associate13%

Continuing12%

Trust6%


CARICOM2%

CentralAmerica

11%

South America61%North America

25%

Europe & Asia1%



Chapter 3 Autonomous and/or Decentralized EntitiesBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 2 1 1 2 1 3Professional (P) 10 24 34 6 16 22 1 3 4 2 2 1 1 20 43 63General Services (G) 1 14 15 3 5 8 1 1 3 3 4 23 27

12 39 51 9 21 30 1 4 5 3 3 6 1 1 26 67 93



3,275

2,599 29 1,762 4,390

447 2,752

4,15711,795 960

852

29,18211,188 9,043 1,104 1,267 3,305 25,90711,635


Recovery (ICR) Other AccountsVoluntary Funds

(FEMCIDI)

636

(632)(144)

Service and Revolving FundsTrust for the

Americas

Secti on IIProgram 3 (Autonomous)

63

Table 11Regular Fund Budget Executi on As of December 31, 2011(in thousands of USD)



Transfers Jan.2011 to Dec. 2011





Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 3 Autonomous and/or Decentralized Entities

2,058.1 2,058.1 0.0% 2,058.1 2,058.1 100.0%The Executive Secretariat of the Inter American Commission on Human Rights (IACHR) (32B) 4,646.7 (281.7) 4,365.0 6.1% 4,329.8 4,300.6 99.2% 35.2The Secretariat of the OAS Administrative Tribunal (TRIBAD) (32C) 53.0 53.0 0.0% 48.3 45.7 91.1% 4.7The Office of the Inspector General (32D) 976.1 (157.8) 818.3 16.2% 601.9 599.5 73.5% 216.5The Board of External Auditors (32E) 175.2 175.2 0.0% 42.2 39.6 24.1% 133.0Inter American Defense Board (32G) 1,256.0 1,256.0 0.0% 1,256.0 1,256.0 100.0%Panamerican Development Foundation (32H) 131.8 131.8 0.0% 131.8 131.8 100.0%The Permanent Secretariat of the Inter American Committee of Women (CIM) (32I) 1,119.4 (143.5) 975.9 12.8% 965.7 957.7 99.0% 10.2Trust for the Americas (32J) 182.1 3.2 185.3 1.8% 185.3 185.3 100.0%The Secretariat of the Inter American Telecommunication Commission (CITEL) (32K) 390.9 116.7 507.6 29.9% 475.1 474.3 93.6% 32.5The Secretariat of the Inter American Committee on Ports (CIP) (32L) 189.1 (26.4) 162.7 13.9% 162.6 162.6 99.9% 0.1The Office of the Director General of the Inter American Children's Institute (INN) (32M) 999.0 (52.9) 946.1 5.3% 931.6 922.1 98.5% 14.5

Sub Total 12,177.4 (542.3) 11,635.1 4.5% 11,188.3 11,133.3 96.2% 446.8

Chapter

The Secretariat of the Inter American Court of Human Rights (32A)

Table 12Specifi c Funds Budget Executi onAs of December 31, 2011(in thousands of USD)

The Executive Secretariat of the Inter American Commission on Human Rights (IACHR) (32B)The Secretariat of the OAS Administrative Tribunal (TRIBAD) (32C)The Office of the Inspector General (32D)The Secretariat of the Inter American Telecommunication Commission (CITEL) (32K)The Secretariat of the Inter American Committee on Ports (CIP) (32L)The Office of the Director General of the Inter American Children's Institute (IIN) (32M)


01/01 plus Income)


Obligations) VARIANCE(C) = (A) (B)

7,350 5,5132346

2

5031,643

344392234 269

1,422 221

1,83723

2

(A) (B)

48

2,4009,935 7,536

Secti on IIProgram 3 (Autonomous)

64


The Secretariat for Legal Aff airs (SLA) develops, promotes, and implements the Inter-American Program for the Development of Internati onal Law; provides advisory services concerning internati onal law and the development and codifi cati on of inter-American law; supports the follow-up mechanisms for certain Inter-American conventi ons; serves as a depository and source of informati on for inter-American treati es and the agreements of the OAS and its organs; disseminates informati on on the legal instruments of the OAS and its legal programs.


Department ofInternational Law

Department ofLegal Cooperation

Secretariat for Legal Affairs(SLA)

CHAPTER 4 - SECRETARIAT FOR LEGAL AFFAIRS (SLA)




Regular Fund33.6%

Specific Funds65.6%


0.8%

Career5%

Long Term36%

Continuing36%Short Term

14%

Trust9%

CARICOM5%Central

America9%

South America68%

North America18%

65



Chapter 4 Secretariat for Legal AffairsBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 1 1Professional (P) 9 2 11 2 1 3 11 3 14General Services (G) 1 5 6 1 1 1 6 7

11 7 18 2 2 4 13 9 22



Other Funds


(FEMCIDI)

0

0



7,8552,639 3,969 50 6,6592,639

14

5,152 64

1,197

338 4 229 570

1,182









Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 4 Secretariat for Legal Affairs

The Secretariat for Legal Affairs (42A) 484.2 55.4 539.6 11.4% 539.6 538.8 100.0%The Department of International Law (42B) 1,391.6 (20.0) 1,371.6 1.4% 1,371.6 1,365.2 100.0%The Department of Legal Cooperation (42C) 751.5 (23.3) 728.2 3.1% 728.2 727.3 100.0%The Department of Legal Services (42F) 960.0 (960.0) 100.0% 0.0%

Sub Total 3,587.3 (947.9) 2,639.4 26.4% 2,639.4 2,631.4 100.0%

Chapter

Secti on IIProgram 4 (SLA)

66


The Secretariat for Legal Affairs (42A)The Department of International Law (42B)The Department of Legal Cooperation (42C)

5,152 3,969 1,182

(C) = (A) (B)(A) (B)

108559

1,013975

2,496 1,981 5161,1211,534


01/01 plus Income)



Secti on IIProgram 4 (SLA)

67


The mission of the Secretariat for Multi dimensional Security (SMS) is to coordinate cooperati on among the member states to fi ght threats to nati onal and citi zen security, and to work to miti gate the harmful eff ects of those threats on the health and well-being of citi zens and societi es in the member states and to prevent the abuse of psychotropic substances, crime, and violence; capacity-building; legal and legislati ve assistance; and the promoti on of health and educati on.



Regular Fund9%

Specific Funds89%


2%

OtherAccounts

0.2%


Continuing4%

Trust8%

Associate10%

Short Term43%

Long Term31%

Career4%


CARICOM3%

North America32%

South America54%

CentralAmerica

7%

Europe & Asia4%

Department of Defense andHemispheric Security

Secretariat forMultidimensional Security

(SMS)

Secretariat of the Inter AmericanCommittee against Terrorism (CICTE)

Executive Secretariat of the InterAmerican Drug Abuse Control

Commission (CICAD)Department of Public Security

CHAPTER 5 - SECRETARIAT FOR MULTIDIMENSIONAL SECURITY (SMS)

68



Chapter 5 Secretariat for Multidimensional SecurityBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 1 1Professional (P) 12 6 18 19 12 31 2 3 5 33 21 54General Services (G) 2 2 2 2 1 5 6 1 9 10

13 8 21 19 14 33 3 8 11 35 30 65



14,275

1,498 17 1,016 2,530

112 14,179 (121)

39,247 852 44,2063,888 25,069 973 1 29,9314,000




(FEMCIDI)

106

105

Other Funds









Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 5 Secretariat for Multidimensional Security

The Secretariat for Multidimensional Security (52A) 703.3 (137.4) 565.9 19.5% 565.9 562.9 100.0%The Executive Secretariat of the Inter American Drug Abuse Control Commission (CICAD) (52C) 1,772.9 4.5 1,777.4 0.3% 1,665.9 1,659.9 93.7% 111.5The Secretariat of the Inter American Committee Against Terrorism (52D) 256.8 33.3 290.1 13.0% 290.1 284.6 100.0%The Department of Public Security (52E) 1,188.6 (64.2) 1,124.4 5.4% 1,123.9 1,123.7 100.0% 0.5The Department of Defense and Hemispheric Security (52F) 242.2 242.2 0.0% 242.2 242.2 100.0%

Sub Total 3,921.6 78.4 4,000.0 2.0% 3,888.0 3,873.3 97.2% 112.0

Chapter

Secti on IIProgram 5 (SMS)

69


The Secretariat for Multidimensional Security (52A)The Executive Secretariat of the Inter American Drug Abuse Control Commission (CICAD) (52C)The Secretariat of the Inter American Committee Against Terrorism (52D)The Department of Public Security (52E)

39,247 25,069 14,179


01/01 plus Income)



967 1,154 (187)20,24110,784

7,255

8,3518,4537,111

11,8902,331

145

(A) (B) (C) = (A) (B)

Secti on IIProgram 5 (SMS)

70


The mission of the Secretariat for Politi cal Aff airs (SPA) is to help to strengthen politi cal processes in the member states, in parti cular to support democracy as the best opti on for ensuring peace, security, and development. The SPA focuses on strengthening the role of the Organizati on as the primary politi cal forum in the inter-American system and on acti vely helping to maintain democracy in the member states.


Secretariat for Political Affairs(SPA)

Department of Electoral Cooperation andObservation

Department for Effective PublicManagement

Department of Sustainable Democracyand Special Missions

CHAPTER 6 - SECRETARIAT FOR POLITICAL AFFAIRS (SPA)




Regular Fund12%

Specific Funds83%


4%

OtherAccounts

0.7%

Career1%Continuing

8%

Long Term11%

Short Term43%

SpecialObserver

30%

Trust7% CARICOM

1%

North America20%

South America62%

Europe & Asia10%

CentralAmerica

7%

71



Chapter 6 Secretariat for Political AffairsBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 2 2 2 2Professional (P) 11 12 23 22 22 44 5 6 11 1 1 39 40 79General Services (G) 2 2 5 5 7 7

13 14 27 22 22 44 5 11 16 1 1 41 47 88



Other Funds


(FEMCIDI)

236

102



34,2134,142 23,861 1,532 134 29,6694,254

(146)

28,337 1,386

4,544

1,791 20 1,215 3,026

112 4,476









Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 6 Secretariat for Political Affairs

The Secretariat for Political Affairs (62A) 1,166.6 (194.7) 971.9 16.7% 971.9 971.5 100.0%The Department of Electoral Cooperation and Observation (62B) 1,142.3 96.6 1,238.9 8.5% 1,172.7 1,170.4 94.7% 66.2The Department of Sustainable Democracy and Special Missions (62C) 1,074.1 20.0 1,094.1 1.9% 1,048.1 1,044.3 95.8% 46.0Department of Effective Public Management (62D) 1,401.3 (452.0) 949.3 32.3% 949.3 941.2 100.0%

Sub Total 4,784.3 (530.1) 4,254.2 11.1% 4,142.0 4,127.4 97.4% 112.2

Chapter

Secti on IIProgram 6 (SPA)

72


The Secretariat for Political Affairs (62A)The Department of Electoral Cooperation and Observation (62B)The Department of Sustainable Democracy and Special Missions (62C)The Department of Effective Public Management (62D)

28,337 23,861 4,476

(C) = (A) (B)(A) (B)

6181,9211,917

6,0909,6077,127

1,056 1,037 206,709

11,5289,045


01/01 plus Income)



Secti on IIProgram 6 (SPA)

73


The purpose of the Executi ve Secretariat for Integral Development (SEDI) is to support, facilitate, and foster integral development in the member states in coordinati on with measures to strengthen democracy, multi dimensional security, and the promoti on of human rights. SEDI also pro-motes intersectoral dialogue, public-private partnerships, and consensus-building in the integrati on of government policies on sustainable human development.


OtherAccounts

0.3%

Regular Fund17%

VoluntaryFunds

(FEMCIDI)7%

Leo S. RoweFund21%

Specific Funds54%


0.7%


Trust8%

Career13%

Continuing16%

Long Term28%

Short Term26%

Associate9%


Europe & Asia3%

North America31%

South America43%

CentralAmerica

13%

CARICOM10%

Department of HumanDevelopment, Education, and

Culture

Department of EconomicDevelopment, Trade, and Tourism

Department ofSustainable Development

Department ofSocial Development and

Employment

Executive Secretariat for IntegralDevelopment

(SEDI)


CHAPTER 7 - EXECUTIVE SECRETARIAT FOR INTEGRAL DEVELOPMENT (SEDI)

74



Chapter 7 Secretariat for Integral DevelopmentBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 1 1Professional (P) 20 26 46 5 5 10 1 1 2 1 1 26 33 59General Services (G) 2 5 7 4 4 1 1 2 3 10 13

22 32 54 5 5 10 1 5 6 1 2 3 29 44 73



40,977

2,305 26 1,563 3,894

987 22,939 (67)

14,81236,921 476

14,103

69,25510,805 2,182 13,983 543 56 709 28,27811,792 5,067




(FEMCIDI)

186

1302,885

Leo S. Rowe Fund









Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 7 Executive Secretariat for Integral Development

The Office of the Executive Secretary for Integral Development (72A) 1,493.0 (193.1) 1,299.9 12.9% 1,210.3 1,192.9 93.1% 89.7The Department of Economic Development, Trade, and Tourism (72C) 2,400.1 97.2 2,497.3 4.1% 2,421.7 2,413.9 97.0% 75.6The Department of Sustainable Development (72D) 1,459.1 128.8 1,587.9 8.8% 1,578.5 1,573.8 99.4% 9.4The Department of Social Development and Employment (72E) 1,032.7 181.8 1,214.5 17.6% 1,203.1 1,200.3 99.1% 11.4The Department of Human Development, Education, and Culture (72G) 7,905.3 (2,865.3) 5,040.0 36.2% 4,271.9 3,662.9 84.8% 768.1CIDI Mtgs., Ministerial & IA Committees Meetings (72H) 151.0 1.0 152.5 0.7% 119.5 95.8 78.4% 33.0

Sub Total 14,441.2 (2,649.1) 11,792.1 18.3% 10,804.9 10,139.6 91.6% 987.2

Chapter

Secti on IIProgram 7 (SEDI)

75


The Office of the Executive Secretary for Integral Development (72A)The Department of Economic Development, Trade, and Tourism (72C)The Department of Sustainable Development (72D)The Department of Social Development and Employment (72E)The Department of Human Development, Education, and Culture (72G)CIDI Mtgs., Ministerial & IA Committees Meetings (72H)

36,921 13,983 22,939


01/01 plus Income)



19,245 1,385 17,8602,002

11,0242,5631,765

323

1,6348,0041,7191,118

123

3683,019

844647

(A) (B) (C) = (A) (B)

200

Secti on IIProgram 7 (SEDI)

76


The mission of the Secretariat for External Relati ons (SER) is to disseminate the role of the Organizati on as the insti tuti on for promoti ng demo-crati c governance, sustainable development, multi dimensional security, and respect for human rights in the Hemisphere; and to contribute to the strengthening of the Organizati on’s insti tuti onal image.




Secretariat for External Relations(SER)

Department of StrategicCommunication and Image

Department ofInternational Affairs

Museum Art of TheAmericas

Press Department


Specific Funds29%

Regular Fund69%


2%

Continuing10%

Long Term19%

Short Term45%

Career14%

Trust12%

CHAPTER 8 - SECRETARIAT FOR EXTERNAL RELATIONS (SER)

North America24%

South America67%

CentralAmerica

7%

Europe & Asia2%

77



Chapter 8 Secretariat for External RelationsBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 2 1 1 2Professional (P) 9 14 23 2 2 11 14 25General Services (G) 6 3 9 2 2 1 3 4 7 8 15

16 18 34 2 2 4 1 3 4 19 23 42



Other Funds


(FEMCIDI)

0

0



7,0864,812 1,619 154 6,5854,898

(13)

2,046 142

501

852 9 577 1,439

86 426









Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 8 Secretariat for External Relations

The Secretariat for External Relations (82A) 506.7 140.2 646.9 27.7% 560.5 557.9 86.6% 86.4The Department of Strategic Communication and Image (82B) 1,274.6 357.0 1,631.6 28.0% 1,631.6 1,627.6 100.0%The Department of International Affairs (82C) 780.8 103.3 884.1 13.2% 884.1 879.2 100.0%Department of Cultural Affairs (82D) 790.2 (790.2) 100.0% 0.0%The Art Museum of the Americas (82D) 759.0 759.0 0.0% 759.0 757.6 100.0%The Press Department (82F) 980.9 (4.5) 976.4 0.5% 976.4 970.8 100.0%

Sub Total 4,333.2 564.8 4,898.0 13.0% 4,811.6 4,793.2 98.2% 86.4

Chapter

Secti on IIProgram 8 (SER)

78


The Secretariat for External Relations (82A)The Department of Strategic Communication and Image (82B)The Department of International Affairs (82C)The Art Museum of the Americas (82D)The Press Department (82F)

2,046 1,619 426

(C) = (A) (B)

3

(A) (B)

(10)204143

225495396

6366

527 441 85215698539


01/01 plus Income)



Secti on IIProgram 8 (SER)

79


The mission of the Secretariat for Administrati on and Finance (SAF) is to provide the General Secretariat and the politi cal bodies of the Organiza-ti on with the management tools required to run an effi cient, eff ecti ve and transparent Organizati on. The SAF provides management leadership, guidance, and services in the areas of budgetary and fi nancial planning and executi on, procurement and contracti ng services, human resources, informati on technology, project and program analysis and general services, including security and maintenance of OAS assets, in accordance with internati onally recognized standards and principles of professional management.



22%

Regular Fund69%

Specific Funds5%

OtherAccounts

4%


Career10%

Continuing13%

Short Term39%

Long Term33%

Trust5%


Europe & Asia1%

North America23%

South America55%

CentralAmerica

15%

CARICOM6%

Office of ProcurementServices

Secretariat for Administration andFinance

(SAF)

Office of General ServicesDepartment of Human

Resources

Department of Financialand Administrative

Management Services

Department of Informationand Technology Services

Department of Planningand Evaluation


CHAPTER 9 - SECRETARIAT FOR ADMINISTRATION AND FINANCE (SAF)

80



Chapter 9 Secretariat for Administration and FinanceBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 1 1Professional (P) 29 26 55 1 1 5 15 20 1 1 35 42 77General Services (G) 16 12 28 5 8 13 2 2 4 23 22 45

46 38 84 1 1 10 23 33 3 2 5 59 64 123



0

2,085 23 1,414 3,522

22 104 (226)

845 3,469 15,78510,890 740 3,695 460 15,78510,912




(FEMCIDI)

559

99

Other Funds









Appropriation


(a) (b) (c) (d= b / a) (e) (f) (g = e / c) (h = c e)

Chapter 9 Secretariat for Administration and Finance

The Secretariat for Administration and Finance (92A) 307.1 32.2 339.3 10.5% 332.5 331.5 98.0% 6.8The Department of Human Resources (92B) 1,919.5 (126.6) 1,792.9 6.6% 1,792.9 1,783.0 100.0%The Department of Financial and Administrative Management Services (92C) 2,933.0 33.4 2,966.4 1.1% 2,966.4 2,934.0 100.0%The Department of Information and Technology Services (92D) 2,353.8 (47.7) 2,306.1 2.0% 2,301.0 2,292.4 99.8% 5.2The Office of Procurement Services (92E) 926.6 104.4 1,031.0 11.3% 1,031.0 1,029.3 100.0%The Office of General Services (92F) 1,689.0 90.5 1,779.5 5.4% 1,779.4 1,775.7 100.0% 0.1The Department of Planning and Evaluation (92G) 793.5 (96.4) 697.1 12.1% 686.9 684.7 98.5% 10.2

Sub Total 10,922.5 (10.0) 10,912.5 0.1% 10,890.1 10,830.6 99.8% 22.3

Chapter

Secti on IIProgram 9 (SAF)

81


The Department of Human Resources (92B)The Department of Financial and Administrative Management Services (92C)The Department of Information and Technology Services (92D)The Department of Planning and Evaluation (92G)

845 740 104


01/01 plus Income)



152223

90380

121221

90308 72

312

(0)

(A) (B) (C) = (A) (B)

Secti on IIProgram 9 (SAF)

82

Centennial Celebrati onThe OAS is celebrati ng the Centennial of its magnifi cent House of the Americas, which has been the center stage for some of the region’s most important politi cal and economic events.

Resoluti on CP 831/2002In 2002, the Permanent Council, through CP/RES831 (1342/02), approved the “Use of Excess Resources of the Reserve Sub-fund for Capital Invest-ment and to Meet OAS Mandates.” The appropriated excess resources of the Reserve Subfund amounted to USD 20,600,000

Fund for Cooperati on with Lati n America & the CaribbeanThis Fund was established in 2004 through an Agreement between the GS/OAS and the Government of Mexico. It was created with the purpose of granti ng scholarships and supporti ng other areas related to human development for youth populati on in Lati n America and the Caribbean.

Projects to Strengthen Democracy and Governance in Haiti Projects such as the Modernizati on of the Civil Registry in Haiti , which are being temporarily administered by the Secretariat for Administrati on and Finance (SAF).

Oliver Jackman Voluntary Capital FundThe purpose of the Fund is to help fi nance with income produced by capital contributi ons, the operati ons of the I-A Court of Human Rights and the I-A Commission on Human Rights, in additi on to resources from the Regular Fund and other specifi c funds.

Unprogrammed FundsFunds which have not yet been programmed.

Interest to be reimbursed to USINLAs required by United States law, interest earned on contributi ons to Specifi c Funds from USINL must be returned to them by year-end.

Tax Equalizati onThis account is established to reimburse eligible employees of the General Secretariat for income taxes paid to their respecti ve member state on their OAS income. These reimbursements are sponsored by their corresponding member state.

Medical Benefi ts Trust FundThis Fund was established to support the health care expenses of GS/OAS employees enrolled in its health care plan. It is a self-funded health benefi ts plan.

OTHER ACTIVITIES

83

Table 31Budgetary Executi onAs of December 31, 2011(in thousands of USD)


Centennial Celebration (102O)BUDGETEXECUTIONVARIANCE

Resolution CP 831/2002BUDGETEXECUTIONVARIANCE

Fund for Cooperation with Latin America & the CaribbeanBUDGETEXECUTIONVARIANCE

Projects to Strengthen Democracy and Governance in HaitiBUDGETEXECUTIONVARIANCE

Oliver Jackman FundBUDGETEXECUTIONVARIANCE

Unprogrammed FundsBUDGETEXECUTIONVARIANCE

Interest to be reimbursed to USINLBUDGETEXECUTIONVARIANCE

Tax EqualizationBUDGETEXECUTIONVARIANCE

Common Costs and ServicesBUDGETEXECUTIONVARIANCE

2828 2828

1,957

257


Voluntary Funds(FEMCIDI)

257

10,76010,50310,760

10,503

284 3 1,670

25,94114,198 158 9,628 23,983

105105

8,178 819

28154 54

281

9,3924,392 4,3929,392


Recovery (ICR) Other AccountsMedical Benefits

Trust Fund

5,000 5,000

226 226

2,895

8,178 819

105

14,482 161 11,298

2,895

2,895 2,895

151151

151 151

8,997

105

8,997

Secti on IIOther Acti viti es

84

Table 31 (conti nued...)Budgetary Executi on As of December 31, 2011(in thousands of USD)



Voluntary Funds(FEMCIDI)Regular Fund TOTALSpecific Funds

Indirect CostRecovery (ICR) Other Accounts

Medical BenefitsTrust Fund

OAS Medical Benefits Trust FundBUDGETEXECUTIONVARIANCE

Reconciliation / Write OffBUDGETEXECUTIONVARIANCE


12,72829,491 29,491

42,219 42,219

42,21912,72829,491

12,728

(181)(181)

(181) (181)

20,13114,482 20,849 980 22,058

284 16,374 822 1,92714,198 4,475 158

48,898

100,58751,690


85

Table 32Regular Fund Budget Executi on As of December 31, 2011(in thousands of USD)

Original

AppropriationAG/RES. 1

(XL E/10) CORR. 1Transfers Jan. 2011

to Dec. 2011





Appropriation


(a) (b) (c) (d= c / a) (e) (f) (g = e / c) (h = c e)

Chapter 10 Basic Infrastructure and Common costs

Equipment and Supplies Computers (102A) 431.7 431.7 0.0% 431.0 394.3 99.8% 0.7Office Equipment and Supplies (102B) 29.5 29.5 0.0% 26.9 26.6 91.1% 2.6OASES System (102C) 453.6 453.6 0.0% 450.3 346.8 99.3% 3.3Building Management and Maintenance (102D) 5,530.9 5,530.9 0.0% 5,475.2 5,458.7 99.0% 55.7General Insurance (102E) 396.1 396.1 0.0% 342.9 342.9 86.6% 53.2Post Audits (102F) 31.6 31.6 0.0% 31.6 31.6 100.0%Recruitment and Transfers (102G) 56.0 84.1 140.1 150.3% 140.1 135.8 100.0%Terminations and Repatriations (102H) 1,196.1 2,202.5 3,398.6 184.1% 3,398.6 3,363.8 100.0%Home Leave (102I) 207.3 39.4 246.7 19.0% 246.7 244.2 100.0%Education and Language Allowance, Medical Examinations (102J) 67.4 61.7 129.1 91.6% 129.1 118.9 100.0%Pension for Retired Executives and Health and Life Insurance for Retired Employees (102K) 3,405.7 3,405.7 0.0% 3,315.6 3,228.7 97.4% 90.1Human Resources Development (102L) 277.9 277.9 0.0% 199.6 194.6 71.8% 78.3Contribution to the Staff Association (102M) 5.1 5.1 0.0% 5.1 5.1 100.0%Contribution to the AROAS (102N) 5.1 5.1 0.0% 5.1 5.1 100.0%

Sub Total 12,062.4 2,419.4 14,481.8 20.1% 14,197.9 13,897.0 98.0% 283.9

Chapter


86

SECTION III

FINANCIAL STATEMENTS AND REPORTS ‐ LINKS

87

Click on the following links for direct access to the Financial Statements and Reports as of December 31, 2011: (Financial statements are preliminary and unaudited, and may not include all year‐end adjustments).

REGULAR FUND Combining Financial Statements

Financial position and changes in fund balance for the Regular Fund, FEMCIDI, Specific Fund and Service/Revolving Funds.

Regular Fund Budget Execution Status Report Detailed 2011 Regular Fund budget execution and transfers between chapters at the object of expenditure level.

Quota Payments Regular Fund quota collections and balances due from Member States.

Compliance Report Payment status of Member States’ quota assessment to the Regular Fund.

Regular Fund Cash Flow: Liquidity Risk Analysis Inflows and outflows (cash activity) by month with projections through December 31, 2011.

SPECIFIC FUNDS Specific Funds: Statement of Changes in Fund Balance Detailed report sorted by Chapter, Subprogram and Project for specific contributions.

Specific Funds: Net Programming by Donor and Chapter Refers to 2011 contributions plus transfers in/out between chapters and assignment of unprogrammed balances.

Resolution CP/RES. 831 (1342/02) Statement of supplementary appropriations pursuant to Resolution CP/Res. 831.

SERVICE AND REVOLVING FUNDS Indirect Cost Recovery (ICR)

Detail of ICR collections, execution and cash flows by Chapter, Subprogram and object of expenditure.

Service and Revolving Funds: Statement of Changes in Fund Balance Detailed activity by Chapter and Subprogram for service and revolving funds (Building Management and Maintenance, Tax Equalization, Parking

Services, Indirect Cost Recovery, and others).

OTHERS Cash Contributions to the OAS by Donor and Fund

Activities of the Offices of the General Secretariat in the Member States Detailed list of projects executed by Member States.

Projects Submitted to the Project Evaluation Committee (PEC) in 2011

FINANCIAL STATEMENTS AND REPORTS ‐ LINKS

88

http://www.oas.org/saf/inf_trimdec2011/en/Comb_%20Statements_DEC-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/Execution_DEC-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/Quota_Dec-%202011.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/Compliance_DEC-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/Liquidity_DEC-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/SpecFunds(byChap).pdf�

http://www.oas.org/saf/inf_trimdec2011/en/SpecFunds(by%20Donor).pdf�

http://www.oas.org/saf/inf_trimdec2011/en/RES%20831_DEC-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/ICR_%20Detail_%20DEC-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/SerFunds_Dec-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/Contributions.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/Activities_Nat_Offices_Dec-11.pdf�

http://www.oas.org/saf/inf_trimdec2011/en/PEC_DEC-12.pdf

GLOSSARY Award: Is used to identify a grant, contract, or other agreement derived from a donor contribution in our system (OASES).

Contribution: Amounts of funds received by the GS/OAS for Specific Funds activities. The donor may restrict the use of the funds.

Disbursement: Actual money paid for goods and services, regardless of budget period.

Execution: Disbursements and obligations related to the current budgetary year.

Grant: An award of financial assistance in the form of money with no expectation that the funds will be paid back.

Indirect Cost Recovery (“ICR”): Recovery of indirect costs incurred by the General Secretariat in administrating contributions/grants. This amount partially defrays costs incurred in the administration of projects including, among others, the following products and services: planning, monitoring, review and evaluation of projects; resource mobilization services; financial management framework (e.g., financial manuals, handbooks, guidelines, and training); staff recruitment; overall administrative functions of the General Secretariat; legal and financial review of agreements; banking operations (e.g., receipt of funds, check emission, bank reconciliations); financial reporting; external audit coordination and representation; internal audits; setup and management of accounts; procurement of goods and services; recording and processing of transactions; facilities and utilities; and general use office equipment and supplies (e.g., networks).

Inflows: Under the Regular Fund include current quotas, quotas in arrears, interest income, rental space income, and miscellaneous income, received dur‐ing the year. Under FEMCIDI include voluntary contributions from member states, interest and reimbursements. For Specific Funds include current year contributions for specific activities as mandated by the donor agreement, interest income and transfers. Service Funds include Regular Fund transfers for basic infrastructure and common costs, tax reimbursements, indirect cost recovery and other income. For Other Funds (which includes Medical Benefit, Rowe Pan‐American and Trust for the Americas) vary depending on the nature for which these funds were established and may include unrealized gain from investments.

Operating Deficit: Negative amount generated in a fiscal year by excess of outflows over inflows.

Outflows: Under the Regular, Specific and Service Funds include expenditures, obligations, payroll encumbrances to year‐end, transfers, and other de‐creases. Under FEMCIDI include only non‐payroll expenditures, obligations and transfers. Other Funds include only expenditures and transfers.

Preliminary and Unaudited: The information presented is susceptible to changes due to year‐end processes, audit adjustments and others. For exam‐ple the accreditation of interest for the 4th quarter of 2011 is not yet reflected in this document.

Project: A temporary endeavor with a pre‐determined timeframe and well‐defined phases or activities, undertaken to deliver a unique product or service that contributes to a common organizational goal. It is both measurable and observable, and precisely identifies and allocates the sources of financing for each phase or activity.

Program: A collection of related projects to achieve a common organizational goal, carried out in a periodic and coordinated manner, but not necessarily in a pre‐determined timeframe.

Unliquidated Obligation: Amounts committed requiring future payments for the procurement of goods or services. Such amounts represent liabilities with third parties at the end of a period. Unliquidated obligations in the Regular Fund are de‐obligated one year after the year of appropriation.

89