scm.oas.orgscm.oas.org/pdfs/2011/CP27584E.pdf · Original: English OAS QUARTERLY RESOURCE MANAGEMENT REPORT SEPTEMBER 30, 2011 An overview of the financial position of the funds administered

Original: English

OAS QUARTERLY RESOURCE MANAGEMENT REPORT SEPTEMBER 30, 2011

An overview of the financial position of the funds administered by the General Secretariat for the first three quarters (January‐September) of 2011,

and status report on other management activities

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

(202) 458‐3000 / www.oas.org

Secretariat for Administration and Finance (SAF)

Organization of AmericanStates

3 FREQUENTLY ASKED QUESTIONS 5 SECTION I 6 A. QUARTERLY REPORTS IN COMPLIANCE WITH AG/RES.1(XL‐E/10) 29 B. ACTIVITIES CURRENTLY DELAYED DUE TO INSUFFICIENT HUMAN AND FINANCIAL RESOURCES 31 C. GS/OAS IMPROVEMENTS AND EFFICIENCIES 43 D. RECOMMENDATIONS OF THE BOARD OF EXTERNAL AUDITORS 47 SECTION II 48 2011 OAS RESOURCES BY CHAPTER 48 All Chapters 53 Chapter 1 ‐ Office of the Secretary General (SG) 56 Chapter 2 ‐ Office of the Assistant Secretary General (ASG) 59 Chapter 3 ‐ Autonomous and/or Decentralized Entities 62 Chapter 4 ‐ Secretariat for Legal Affairs (SLA) 65 Chapter 5 ‐ Secretariat for Multidimensional Security (SMS) 68 Chapter 6 ‐ Secretariat for Political Affairs (SPA) 71 Chapter 7 ‐ Secretariat for Integral Development (SEDI) 74 Chapter 8 ‐ Secretariat for External Relations (SER) 77 Chapter 9 ‐ Secretariat for Administration and Finance (SAF) 80 Other Activities

84 SECTION III 85 FINANCIAL STATEMENTS AND REPORTS REGULAR FUND Combining Financial Statements Regular Fund Budget Execution Status Report Quota Payments 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 the OAS by Donor and Fund Projects Submitted to the Project Evaluation Committee (PEC) in 2011

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 9 (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 new Board of External Auditors recommendations for 2010 can be found on Section I page 43. 4. Where can I find information on administrative efficiencies being achieved?

Section I pages 31 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 47 to 83. 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 47 provides a very high level summary by Chapter and Fund. Section III page 85 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 10. GS/OAS inflows by Fund can be found on Section I pages 7 and 11. GS/OAS outflows by Fund, object category, and disbursements by location can be found on Section I pages 8 and 11. Execution by Chapter and Department is reported under Section II page 47. Specific Fund execution by project is reported under Section III page 85.

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 85.

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 11. A detailed report on contributions to OAS funds by Donor is found on Section III page 85.

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

A 2011 Regular Fund actual and projected cash balance is found on Section I page 10. 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 47.

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

Section I page 16 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 29 to 30 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 14. Additional project activities in Member States can be found on Section III page 85.

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 and their status. This section is divided into the following sub‐sections:

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

B. Activities Currently Delayed Due to Insufficient Human and Financial Resources

C. GS/OAS Improvements and Efficiencies

D. 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:

A. 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. As of September 30, USD 84.5 million or 99.1% of the authorized 2011 Regular Fund Program‐Budget had been obligated or expended. This level of execution reflected increases in personnel and termination costs that were significantly higher than those projected and approved in the 2011 Program‐Budget. As of September 30, 2011, the ICR account reported an operating deficit of USD 1.5 million. Obligations for the same period amounted to USD 0.8 million to cover employment contracts through the end of October 2011. This operating deficit drew down on the cash balance of the ICR account, reducing it from USD 2.3 million at the beginning of the year to 0.8 million by the end of September. Projections show a further draw down of cash by year‐end. In August, the GS/OAS advised Member States via CP/CAAP‐3125/11 that a combined deficit was projected for the Regular Fund and Indirect Cost Recovery Account (ICR) Account. This deficit was due to statutory adjust‐ments for personnel exceeding the estimates incorporated in the Ap‐proved 2011 Program‐Budget and a marked reduction in projected in‐come to the ICR Account. In order to ensure that personnel costs re‐mained within the approved threshold of 64.38% in the Regular Fund, the GS/OAS began entering into separation agreements with staff. At Sep‐tember 30, USD 2.7 million of obligations and expenses had been re‐corded in Sub‐Program 102 H (Terminations and Repatriations) reflecting the projected cost of approved separation agreements reached at that time. To address the projected combined deficit, the Permanent Council ap‐proved, 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 costs. Additional measures will be taken through year‐end to ensure that per‐sonnel execution remains within the authorized limit and that resources in the Regular Fund and ICR Account are sufficient to meet projected 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 execution within the Regular Fund to USD 82.8 million, USD 2.5 million below the approved level and a temporary transfer of twenty seven short‐term administrative positions with a projected cost of USD 333.4 thousand from the Regular Fund to the ICR Account.

Inflow of Funds

The slow pace of incoming funds reported in the first semester continued through September 30, affecting the majority of funds managed by the General Secretariat. Inflows to all funds through the end of the third quarter totaled USD 119.3 million, a decline of USD 9.2 million or 7.2% 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 20.9 million of transfers between funds and accounts of the General Secretariat. While most Member States met their agreed‐upon Regular Fund quota payment schedules through September, quota receipts are (net of prompt‐payment credits) still 25% short of the total amount of USD 81.7 million. As of September 30, the GS/OAS received USD 60.1 million. By comparison, net quota receipts for the same period in 2010 were USD 65.9 million.

7

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


Inflows to Specific Funds totaled USD 46.2 million at the end of the third quarter of 2011 representing an increase of USD 6.3 million when com‐pared to the same period in 2010. . The outlook through the end of 2011 points to a continued three‐year downward trend in Specific Fund contri‐butions with a resulting impact on the Service and Revolving Funds as indirect cost recovery is reduced. Inflows to the Voluntary Fund (FEMCIDI) amounted to USD 1.7 million through September, compared to USD 1.3 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.

Outflow of Funds

Despite the decline of incoming funds, outflows across all funds remained relatively constant when compared to the third quarter of 2010. As of September 30, the GS/OAS had spent and entered into commitments to‐taling USD 154 million across all funds (USD 156.6 million in 2010). Execution (obligations and expenditures) in the Regular Fund stood at 99.1% (USD 84.5 million) and USD 0.8 million is available for programming through the end of the year. Personnel costs and subsidies to the Inter‐American Court of Human Rights, the Pan American Development Foun‐dation and the Inter‐American Defense Board are obligated through year‐end. Specific Fund outflows of USD 55.5 million were slightly higher than the comparable period in 2010 and FEMCIDI outflows of USD 2.1 million were lower than the previous year mainly due to timing of the 15% ad‐ministrative support to the Regular Fund that has not been approved yet. Specific Funds execution amounted to USD 49.7 million. Over 75% of exe‐cution is focused on three chapters, Chapter 5 ‐ Secretariat for Multidi‐mensional Security USD 15.1 million, Chapter 6 ‐ Secretariat for Political Affairs USD 14.7 million and Chapter 7 ‐ Secretariat for Integral Develop‐ment USD 8.2 million. Likewise, execution of the following five projects totaled 26% of overall execution: Support Peace Process Colombia (USD

4.8 million), Port Security (USD 2.4 million), Civil Registry (USD 2.3 mil‐lion), AICMA/Mine Action Program‐Colombia (USD 1.8 million) and EOM 2010 Haiti (USD 1.7 million).

Quota Receivable

Fourteen Member States earned a total of USD 422.3 thousand in prompt payment credits toward the 2012 quota assessment. As of September 30, 2011, there is an outstanding quota receivable of USD 21.6 million, out of which USD 12.3 million is backed by approved payment plans as follows: Jamaica (USD 50.2 thousand), Nicaragua (USD 137.3 thousand) and the United States (USD 12.1 million). Most payments from these plans are due in 2011. No payment plan has been presented for the remaining USD 9.3 million in quota receivable hence the timing of these receipts is un‐clear, these include: Antigua and Barbuda (USD 17.5 thousand), Brazil (USD 6.4 million), Grenada (USD 57.7 thousand), Haiti (USD 36.7 thou‐sand), Honduras (USD 43.7 thousand), Saint Vincent and the Grenadines (USD 6.3 thousand), Uruguay (USD 147.7 thousand) and Venezuela (USD 2.6 million).

Liquidity

The Regular Fund began the year with a USD 2.9 million cash balance. During the first nine months of the year, cash levels fluctuated between USD 0.5 million and USD 14.3 million, based on timing differences be‐tween receipts and scheduled expenditures. At the end of September 30, the cash balance would have ended with a USD 1.4 million deficit, were it not for a temporary transfer of funds from the Building Maintenance Ser‐vice Fund account for the same amount. This transfer will be reversed during the final quarter of the year. Projections of inflows and outflows for the Regular Fund point to severe cash shortages during the last quarter of 2011. The approved transfer of

8

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


USD 3.7 million of fellowship expenditures in the Regular Fund to the OAS Scholarships Fund will enhance the liquidity position in the Regular Fund during the month of October, but will be insufficient to meet liquidity needs for that month. It is expected that the cash deficit projected for October and November will be covered through advance payments of the final 2011 quota payment from the Government of the United States; however, if the 2011 quota payment from Brazil is not received in Decem‐ber, the Regular Fund will not have sufficient cash to meet its scheduled disbursements.

GS/OAS Investment Composition and Performance

The GS/OAS continued to shorten the investment horizon of its portfolio during the third 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 continues to diminish investment income during 2011. As investments have matured or as they have been sold to address liquidity needs these funds are being re‐invested at lower prevailing interest rates. In July, additional investment holdings were redeemed positioning the OAS’ portfolio below USD 100 million invested assets ‐ its lowest level in three years . These conditions have resulted in a marked reduction in interest income thus far in 2011. During the third quarter, the OAS Treasury Fund had an overall annual‐ized return of about 1.24%. As of September 30, the investment portfolio of the GS/OAS and the ownership of these assets are distributed by Fund as follows (in millions of USD):

USD 97.9 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 September 30, this “managed portfolio” had an unrealized gain of USD 887.5 thousand. The remaining Treasury Fund assets (USD 5.5 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.

Cash Equivalents (Money Market Funds, Commercial Paper)

20.40

Government and Agency Bonds 5.70 Asset‐Backed Bonds 17.80 Agency Backed Bonds 5.30 Corporate Bonds 54.20

Total USD 103.40

Regular Fund ‐ Specific Funds 87.20 Voluntary Funds (FEMCIDI) 7.10 Service and Revolving Funds 6.40

Trust Funds Operating Cash 2.70

Total USD 103.40

9

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.

‐

Interfund

Transactions (2)

‐

(20.9)

20.9

44.9 136.8

BUDGETARY EXECUTION

(84.9) (2.1) (55.5) (19.5) (12.9) (154.0)

102.1

6.2 81.8

(22.8) 5.8 72.5

TOTAL 2011

62.0 1.7 46.2 12.2 119.3

Service and Revolving FundsRegular Fund

Voluntary Funds (FEMCIDI)

0.1

Specific Funds

Other Funds

57.1

Other Funds (1)

2.4

Service and Revolving Funds

22.4

18.1

3.8

44.2

Regular Fund TOTAL 2011Specific Funds

304.5


5.1

84.5 62.1 181.6

85.3 134.6

12.9 2.1 20.0

122.9 44.2 0.8 72.5 3.0 2.4

6.3

0.8 0.5

11.310.0

4.0

0.0

(7.1)

(5.0)

1.1

4.4

14.3

(10)

(5)

‐

5

10

15

20

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

Projected

Actual Projected

TABLES AND CHARTS ‐ GS/OAS FINANCIAL PERSPECTIVE ‐ AS OF SEPTEMBER 30, 2011 GS/OAS Resources (in millions of USD)


Regular Fund 2011 Actual and Projected Cash Balance (in millions of USD)

10

2.9

2.9

1.4

1.2

1.1

1.1

1.0

1.0

0.8

0.7

0.7

4.0

4.2

United States

Canada

Mexico

Argentina

Spain

Brazil

Sweden

IOMIG

Chile

CONAE

European Union

Netherlands

IBRD

Colombia

Other Member States

Others

56.7

20.5

7.3

84.9

76.3

83.5 88.685.4

15.416.7

19.218.6 19.5

11.610.912.5

12.9

4.4 5.6 5.03.0 2.1

50.7 50.6

44.8

53.555.5

‐

10.0

20.0

30.0

40.0

50.0

60.0

70.0

80.0

90.0

2007 2008 2009 2010 2011

Regular Fund Service and Revolving Funds

Other Funds Voluntary Funds (FEMCIDI)

Specific Funds

62.065.9

70.0 68.669.5

14.0

16.4

23.6

17.2 18.115.5

8.1

13.717.1

12.26.2

6.4 1.0 1.3 1.7

45.7

50.1

43.839.9

46.2

‐

10.0

20.0

30.0

40.0

50.0

60.0

70.0

2007 2008 2009 2010 2011

TABLES AND CHARTS ‐ GS/OAS FINANCIAL PERSPECTIVE ‐ AS OF SEPTEMBER 30, 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 140.2M*

Total 2011: USD 174.9M* Total : USD 174.9M*

Total : USD 107.5M

Personnel 74.6

Temporary Posts 6.1

Fellowships 8.4

Other outflows 9.7

Equipment, Supplies and

Maintenance 3.5

Documents 1.1

Travel 12.3

Building and Maintenance 11.9

Performance Contracts 29.4

Other expenses 17.9

Composition of Outflows by Category (in millions of USD)

*Includes Inter‐fund transactions of USD 20.9 million

11

Original Appropriation

TransfersModified

AppropriationExecution Variance

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

Chapter 1 ‐ Office of the Secretary General 2,761.8 1,536.0 4,297.8 3,992.8 305.0

Chapter 2 ‐ Office of the Assistant Secretary General 16,358.1 20.0 16,378.1 16,122.9 255.2

Chapter 3 ‐ Autonomous and/or Decentralized Entities 12,177.4 (293.2) 11,884.2 11,058.1 826.2

Chapter 4 ‐ Secretariat for Legal Affairs 3,587.3 (1,058.6) 2,528.7 2,608.4 (79.8) *

Chapter 5 ‐ Secretariat for Multidimensional Security 3,921.6 ‐ 3,921.6 3,849.2 72.3

Chapter 6 ‐ Secretariat for Political Affairs 4,784.3 (645.7) 4,138.6 4,129.8 8.8

Chapter 7 ‐ Executive Secretariat for Integral Development 14,441.2 291.8 14,733.0 13,967.8 765.2

Chapter 8 ‐ Secretariat for External Relations 4,333.2 199.4 4,532.6 4,803.5 (270.9) *

Chapter 9 ‐ Secretariat for Administration and Finance 10,922.5 (38.7) 10,883.8 10,939.4 (55.6) *

Chapter 10 ‐ Basic Infrastructure and Common costs 12,062.4 (11.0) 12,051.4 13,029.9 (978.5) *

Grand Total 85,349.8 ‐ 85,349.8 84,501.9 847.9 * Corresponds to budgetary and execution personnel variances and reinforcements

TABLES AND CHARTS ‐ REGULAR FUND APPROPRIATION & EXECUTION ‐ AS OF SEPTEMBER 30, 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

Sep. 30, 2011 Sources of Financing

Quota Assessment 80,950.8 60,110.6

Admin. and Tech. Support 3,064.0 a 1,100.0

Other Income 1,335.0 b 757.3

85,349.8 61,967.9

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

16.4

4.3

11.9

2.5

3.9 4.1 4.5

12.1

10.9

14.7

‐

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

1.0

3.9

2.7

0.9 1.0

3.5

1.2

2.6

2.6

12.2

3.0

8.4

2.02.9 3.1 3.6

10.4

8.3

10.5

0.6


12

51.81

47.4749.0

55.257.7

65.3 65.7

60.5

77.378.6

81.0

73.7 73.7 73.7

77.4 78.5

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 Guyana 17,900 17,900 ‐ Argentina 2,619,400 2,619,400 ‐ Haiti 72,264 35,564 36,700 Bahamas 62,800 62,800 ‐ Honduras 43,709 ‐ 43,709 Barbados 48,900 48,900 ‐ Jamaica 134,552 84,402 50,150 Belize 17,900 17,900 ‐ Mexico 6,641,100 6,641,100 ‐ Bolivia 37,500 37,500 ‐ Nicaragua 230,672 93,371 137,301 Brazil 6,487,700 125,847 6,361,853 Panama 133,000 133,000 ‐ Canada 11,225,600 11,225,600 ‐ Paraguay 101,228 101,228 ‐ Chile 875,300 875,300 ‐ Peru 451,100 451,100 ‐ Colombia 684,400 684,400 ‐ St. Kitts and Nevis 17,900 17,900 ‐ Costa Rica 152,500 152,500 ‐ St. Lucia 17,900 17,900 ‐ Dominica, Comm. Of 17,900 17,900 ‐ 17,900 11,581 6,319 Dominican Republic 168,000 168,000 ‐ Suriname 36,700 36,700 ‐ Ecuador 168,900 168,900 ‐ Trinidad and Tobago 124,000 124,000 ‐ El Salvador 85,700 85,700 ‐ United States 48,512,700 36,384,550 12,128,150 Grenada 57,682 ‐ 57,682 Uruguay 147,700 ‐ 147,700 Guatemala 152,500 152,500 ‐ Venezuela 2,652,552 57,000 2,595,552

Total 82,233,459 60,650,809 21,582,650

St. Vincent and the Grenadines

TABLES AND CHARTS ‐ QUOTAS ‐ AS OF SEPTEMBER 30, 2011 Quota Receivable vs Quota Payments

(in USD)


0.20.4

6.6

12.712.9

1.10.3

4.1

2004 2005 2006 2007 2008 2009 2010 2011

YEAR

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

Balance Due Quotas in Arrears (in millions of USD)

13

TABLES AND CHARTS ‐ DISBURSEMENTS BY LOCATION‐ AS OF SEPTEMBER 30, 2011 Disbursements by Location (in millions of USD)

Belize Bahamas0.23 0.15

Honduras Dominican Republic0.10 0.31

Mexico1.18 Costa Rica Saint Kitts and Nevis

0.61 0.14Guatemala1.27 Panama

0.53 El Salvador Haiti Antigua and Barbuda0.95 Suriname 2.02 0.19

0.11 Nicaragua1.27 Guyana Jamaica Dominica

0.04 0.45 0.10Colombia2.71 Venezuela Santa Lucia

0.07 0.14 BarbadosEcuador 0.300.67 Saint Vicent and the Grenadines

0.16 GrenadaPeru 0.180.67

Trinidad and TobagoBolivia 0.170.23

Paraguay0.64 Brazil

0.77 Argentina1.13

Uruguay1.08

Headquarters (DC)126.24 TOTAL DISBURSEMENT USD 144.81 M


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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.

2,358 44,213 122,969 848 3,017 72,517 17

16,165 57,130 304,591 84,502 2,050 62,121 6,224 13,807 12,917 181,622 85,350 5,067 134,639 6,241

12,417 10,224 36,466 (979) ‐ 18,500 (289) 1,980 28,419 47,632

13,030 ‐ 695 100

25 ‐ 273

12,051 ‐ 19,196 (189) 14,397 38,643 84,098

(56) ‐ 123 181

475 ‐ 15,181 10,939 ‐ 721 2,796 450 ‐ 14,907 10,884 ‐ 844 2,978

‐ ‐ 6,150 (271) ‐ 488 9 0 ‐ 227

4,803 ‐ 1,274 73

143 14,791 43,714

4,533 ‐ 1,762 81 0 ‐ 6,377

765 3,017 24,989 9

185 15,072 70,881 13,968 2,050 10,461 365 42 281 27,167 14,733 5,067 35,450 374

14 ‐ 23,820 9 ‐ 4,498 22 76 ‐ 4,605

4,130 ‐ 18,665 1,010

105 ‐ 17,962

4,139 ‐ 23,164 1,032 91 ‐ 28,425

72 ‐ 17,763 21

106 ‐ 41,304 3,849 ‐ 18,818 674 1 ‐ 23,342 3,922 ‐ 36,581 695

‐ ‐ 6,011 (80) ‐ 1,575 6 ‐ ‐ 1,501

2,608 ‐ 3,361 41

5,472

2,529 ‐ 4,936 47 ‐ ‐ 7,512

3,909 37 (303) 1,003

26,858 ‐ 6,531 675 711 2,412 21,387

10,440 711 408 3,415

17,374 ‐ 994 ‐ 547 22 171

757 325 169 ‐

5,586 4,998

589

‐ 1,304 347 340 ‐ 18,369

163 3

160

‐ ‐ ‐

962 838 124

163 164

(1)

826

‐ ‐ ‐

‐

‐

‐

255

305

11,884 11,058

4,298 3,993

16,378 16,123

TOTAL Specific Funds Indirect Cost

Recovery (ICR) Other Accounts (a)


Other Funds (b) Voluntary Funds

(FEMCIDI) Regular Fund

15

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 September 2011


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 in

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

Transfer out 1 Chapter 2. Office of the Assistant Secretary General (ASG) RF P04 ‐1 Chapter 2. Office of the Assistant Secretary General RF P03 Transfer out‐1 Chapter 2. Office of the Assistant Secretary General RF P03 ‐1 Chapter 2. Office of the Assistant Secretary General RF P04 ‐1 Chapter 9. Secretariat for Administration and Finance RF G05 ‐1 Chapter 6. Secretariat for Political Affairs RF P03‐1 Chapter 5. Secretariat for Multidimensional Security FND Assoc. ‐1 Chapter 9. Secretariat for Administration and Finance SF G04

Chapter 1 Net Transfer of Posts = ‐2 Chapter 5 Net Transfer of Posts = 0

Chapter 2. Office of the Assistant Secretary General (ASG) Chapter 6. Secretariat for Political Affairs (SPA)Transfer in Transfer in

1 Chapter 1. Office of the Secretary General (SG) RF P03 1 Chapter 5. Secretariat for Multidimensional Security (SMS) RF P031 Chapter 1. Office of the Secretary General (SG) RF P03 3 Chapter 7. Executive Secretariat for Integral Development (SEDI) SF P011 Chapter 3. Autonomous and/or Decentralized Entities RF G05 1 Chapter 7. Executive Secretariat for Integral Development (SEDI) SF P031 Chapter 5. Secretariat for Multidimensional Security (SMS) RF P04 1 Chapter 9. Secretariat for Administration and Finance (SAF) SF G051 Chapter 7. Executive Secretariat for Integral Development (SEDI) SF P01 Transfer out1 Chapter 7. Executive Secretariat for Integral Development (SEDI) RF P04 ‐1 Chapter 1. Office of the Secretary General SF P01 1 Chapter 7. Executive Secretariat for Integral Development (SEDI) RF G05 Chapter 6 Net Transfer of Posts = 51 Chapter 9. Secretariat for Administration and Finance (SAF) RF P01 1 Chapter 9. Secretariat for Administration and Finance (SAF) RF G04 Chapter 7. Executive Secretariat for Integral Development (SEDI)

Transfer out Transfer in‐1 Chapter 1. Office of the Secretary General RF P02 1 Chapter 4. Secretariat for Legal Affairs (SLA) SF P02 ‐1 Chapter 3. Autonomous and/or Decentralized Entities RF P05 1 Chapter 4. Secretariat for Legal Affairs (SLA) RF P05 ‐1 Chapter 5. Secretariat for Multidimensional Security RF P04 1 Chapter 4. Secretariat for Legal Affairs (SLA) SF P02‐1 Chapter 9. Secretariat for Administration and Finance RF P03 1 Chapter 4. Secretariat for Legal Affairs (SLA) SF G05‐1 Chapter 5. Secretariat for Multidimensional Security RF P04 Transfer out

Chapter 2 Net Transfer of Posts = 4 ‐3 Chapter 6. Secretariat for Political Affairs SF P01‐1 Chapter 6. Secretariat for Political Affairs SF P03

Chapter 3. Autonomous and/or Decentralized Entities ‐1 Chapter 2. Office of the Assistant Secretary General SF P01Transfer in ‐1 Chapter 2. Office of the Assistant Secretary General RF P04

1 Chapter 2. Office of the Assistant Secretary General (ASG) RF P05 ‐1 Chapter 2. Office of the Assistant Secretary General RF G051 Chapter 8. Secretariat for External Relations (SER) RF P05 Chapter 7 Net Transfer of Posts = ‐3

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

Chapter 3 Net Transfer of Posts = 1 Transfer out‐1 Chapter 3. Autonomous and/or Decentralized Entities RF P05

Chapter 4. Secretariat for Legal Affairs (SLA) Chapter 8 Net Transfer of Posts = ‐1Transfer 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 (SG) RF G05 ‐1 Chapter 7. Executive Secretariat for Integral Development SF G05 1 Chapter 2. Office of the Assistant Secretary General (ASG) RF P03

Chapter 4 Net Transfer of Posts = ‐4 1 Chapter 5. Secretariat for Multidimensional Security (SMS) SF G04Transfer out

‐1 Chapter 2. Office of the Assistant Secretary General RF P01 ‐1 Chapter 6. Secretariat for Political Affairs SF G05‐1 Chapter 2. Office of the Assistant Secretary General RF G04

Chapter 9 Net Transfer of Posts = 0Total Transfers = 29

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

16

B. Separation from Service from January to September 2011

CHAPTER OBSERVATION No. FUND GRADE‐ ‐ ‐

Total Chapter 1 = 0

Expiration of Contract 2 RF P04Expiration of Contract 1 SF P03Expiration of Contract 1 RF G03Separation by Agreement 2 RF P03Resignation 1 RF P05Resignation 1 RF P04Resignation 3 RF G03Resignation 1 SF AssociateRetirement 1 RF P04Retirement 1 RF G06

Total Chapter 2 = 14Chapter 3. Autonomous and/or Decentralized Entities

Expiration of Contract 2 FND AssociateExpiration of Contract 3 SF AssociateExpiration of Contract 1 RF G05Separation by Agreement 1 RF G06Resignation 1 RF P02Resignation 5 SF P01Resignation 4 SF Associate

Total Chapter 3 = 17

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 P01Resignation 2 RF P05Resignation 1 RF G06Retirement 1 RF G06

Total Chapter 5 = 6

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 4 SF P02Expiration of Contract 1 RF P02Expiration of Contract 4 SF P01Resignation 1 SF P04Resignation 1 SF P03Resignation 2 SF P02Resignation 4 SF P01Termination 1 SF P01

Total Chapter 6 = 18Chapter 7. Executive Secretariat for Integral Development

Expiration of Contract 1 RF P01Expiration of Contract 1 SF P02Expiration of Contract 1 SF P01Expiration of Contract 1 FND AssociateSeparation by Agreement 1 RF P05Resignation 1 RF D02Resignation 1 RF P02Resignation 1 RF P01Resignation 1 RF G05Resignation 1 FND AssociateTermination 1 FND Associate

Total Chapter 7 = 11

Expiration of Contract 1 SF P01Expiration of Contract 1 RF G04Resignation 1 SF P05Resignation 1 FND AssociateRetirement 1 RF P01

Total Chapter 8 = 5Chapter 9. Secretariat for Administration and Finance

Separation by Agreement 2 RF P03Separation by Agreement 1 RF P02Separation by Agreement 1 RF G06Resignation 1 RF D02Resignation 1 SF P04Resignation 1 RF P01Resignation 1 SF P01Resignation 1 SF G03Retirement 2 RF G06

Total Chapter 9 = 11Total Separation from Service = 86

Chapter 6. Secretariat for Political Affairs

Chapter 8. Secretariat for External Relations


17

C. Reclassifications July to September 2011


CHAPTER No. JOB TITLE FROM GRADE TO GRADE OBSERVATION

Chapter 1. Office of the Secretary General (SG) ‐ ‐ ‐ ‐ ‐

1 Director G06 P04

As a result of the efforts made to reduce positions in order to address the decrease of the operating 2011 budget of the Organization, a position at the P04 level was abolished and the functions performed by this position were assigned to this G06 position.

1 Printing Technician G05 G06As a result of the assignment of new functions which have impacted the classification level of the post.

1 Administrative Technician G05 G06

As a result of the efforts made to reduce positions in order to address the decrease of the operating 2011 budget of the Organization, a position at the G06 level was abolished and the functions performed by this position were assigned to this G05 position.

1 Human Rights Specialist P02 P03

1 Human Rights Specialist P03 P04

1 Specialist P01 P02

Chapter 4. Secretariat for Legal Affairs (SLA) 1 Assistant G04 G05As a result of the assignment of new functions which have impacted the classification level of the post.

Chapter 5. Secretariat for Multidimensional Security (SMS) ‐ ‐ ‐ ‐ ‐

Chapter 6. Secretariat for Political Affairs (SPA) ‐ ‐ ‐ ‐ ‐




1 Senior Specialist P04 P05

1 Project Manager P02 P03




1 Human Resources Specialist P02 P03

1 Web Specialist P02 P03

1 Information System Analist P02 P03

1 Program Budget Analyst P02 P03

1 Procurement Specialist P03 P04

Total Reclassifications = 20

As a result of the assignment of new functions which have impacted the classification level of the posts.

Chapter 3. Autonomous and/or Decentralized Entities

Chapter 8. Secretariat for External Relations (SER)

Chapter 9. Secretariat for Administration and Finance (SAF)

Chapter 7. Executive Secretariat for Integral Development (SEDI)

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




18

Total Points: 1268.9Membership Points (40%) 507.6Contribution Points (55%) 697.9Population Points (5%) 63.4

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

CARICOMAntigua and Barbuda 14.5 88,354 0.010% 0.0 0.02 0.2 14.7 11.0 22.0 10.4 BelowBahamas 14.5 344,497 0.037% 0.0 0.08 0.5 15.1 11.3 22.6 3.2 BelowBarbados 14.5 296,600 0.032% 0.0 0.06 0.4 14.9 11.2 22.4 8.7 BelowBelize 14.5 310,706 0.033% 0.0 0.02 0.2 14.7 11.0 22.0 6.8 BelowDominica 14.5 67,058 0.007% 0.0 0.02 0.2 14.7 11.0 22.0 6.8 BelowGrenada 14.5 105,860 0.011% 0.0 0.02 0.2 14.7 11.0 22.0 4.8 BelowGuyana 14.5 733,904 0.079% 0.1 0.02 0.2 14.7 11.0 22.1 5.5 BelowHaiti 14.5 10,214,956 1.100% 0.7 0.05 0.3 15.5 11.6 23.3 10.7 BelowJamaica 14.5 2,777,574 0.299% 0.2 0.12 0.9 15.5 11.7 23.3 6.2 BelowSaint Kitts and Nevis 14.5 52,647 0.006% 0.0 0.02 0.2 14.7 11.0 22.0 10.9 BelowSaint Lucia 14.5 170,888 0.018% 0.0 0.02 0.2 14.7 11.0 22.0 16.5 Within RangeSaint Vincent and the Grenadines 14.5 122,710 0.013% 0.0 0.02 0.2 14.7 11.0 22.0 10.2 BelowSuriname 14.5 468,589 0.050% 0.0 0.05 0.3 14.8 11.1 22.3 15.1 Within RangeTrinidad and Tobago 14.5 1,347,052 0.145% 0.1 0.15 1.1 15.7 11.7 23.5 40.2 AboveSubtotal 203.0 17,101,395 1.841% 1.2 0.68 4.7 208.9 156.7 313.4 156.0 BelowSouth AmericaArgentina 14.5 40,883,799 4.401% 2.8 3.21 22.4 39.7 29.8 59.6 86.5 AboveBolivia 14.5 10,185,076 1.096% 0.7 0.05 0.3 15.5 11.6 23.3 38.4 AboveBrazil 14.5 199,759,155 21.505% 13.6 7.95 55.5 83.6 62.7 125.5 44.7 BelowChile 14.5 17,170,524 1.849% 1.2 1.07 7.5 23.2 17.4 34.7 86.3 AboveColombia 14.5 48,373,306 5.208% 3.3 0.84 5.9 23.7 17.7 35.5 121.2 AboveEcuador 14.5 13,895,039 1.496% 0.9 0.21 1.4 16.9 12.7 25.3 26.0 AboveParaguay 14.5 6,551,621 0.705% 0.4 0.12 0.9 15.8 11.9 23.7 15.8 Within RangePeru 14.5 29,109,579 3.134% 2.0 0.55 3.9 20.3 15.3 30.5 105.0 AboveUruguay 14.5 3,383,690 0.364% 0.2 0.18 1.3 16.0 12.0 24.0 44.7 AboveVenezuela 14.5 29,237,376 3.148% 2.0 2.06 14.4 30.9 23.2 46.3 60.1 AboveSubtotal 145.0 398,549,165 42.906% 27.2 16.25 113.4 285.6 214.2 428.4 628.7 AboveCentral AmericaCosta Rica 14.5 4,698,907 0.506% 0.3 0.19 1.3 16.1 12.1 24.2 24.0 Within RangeDominican Republic 14.5 10,241,313 1.103% 0.7 0.21 1.4 16.6 12.5 25.0 11.2 BelowEl Salvador 14.5 7,198,611 0.775% 0.5 0.11 0.7 15.7 11.8 23.6 25.7 AboveGuatemala 14.5 14,601,371 1.572% 1.0 0.19 1.3 16.8 12.6 25.2 27.4 AboveHonduras 14.5 7,649,858 0.824% 0.5 0.05 0.3 15.3 11.5 23.0 10.7 BelowNicaragua 14.5 5,891,609 0.634% 0.4 0.05 0.3 15.2 11.4 22.8 6.5 BelowPanama 14.5 3,526,659 0.380% 0.2 0.16 1.1 15.9 11.9 23.8 20.0 Within RangeSubtotal 101.5 53,808,328 5.793% 3.7 0.94 6.5 111.7 83.8 167.6 125.5 Within RangeNorth AmericaCanada 14.5 33,747,141 3.633% 2.3 13.76 96.0 112.8 84.6 141.1 31.3 BelowMexico 14.5 111,147,431 11.966% 7.6 8.14 56.8 78.9 59.2 118.4 69.2 Within RangeUnited States 14.5 314,533,173 33.861% 21.5 59.47 415.0 451.0 338.3 451.0 258.2 BelowSubtotal 43.5 459,427,745 49.460% 31.4 81.37 567.9 642.8 482.1 710.4 358.7 BelowTotal 493.06 928,886,633 100% 63.4 99.24 692.6 1249.1 936.8 1619.9 1268.9* 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 September 30, 2011, Central America region was within the proper ranges. Staff Distribution at the GS/OAS as of September 30, 2011

19

Total TotalRegular Fund Specific Funds by Chapter USD

Chapter 1. Office of the Secretary General (SG) ‐ 9 9 158,908

Chapter 2. Office of the Assistant Secretary General (ASG) 13 2 15 356,253

Chapter 3. Autonomous and/or Decentralized Entities 13 76 89 1,351,756

Chapter 4. Secretariat for Legal Affairs (SLA) 2 5 7 75,800

Chapter 5. Secretariat for Multidimensional Security (SMS) 2 39 41 549,872

Chapter 6. Secretariat for Political Affairs (SPA) 1 75 76 866,392

Chapter 7. Executive Secretariat for Integral Development (SEDI) 23 121 144 1,970,183

Chapter 8. Secretariat for External Relations (SER) 8 12 20 277,460

Chapter 9. Secretariat for Administration and Finance (SAF) 17 6 23 248,314

Total CPR's = 79 345 424 5,854,938

FundChapter

The GS/OAS continues to emphasize gender equity at all levels of the Organization. As of September 30, 2011, 55% of staff was female and 45% male.

E. Gender Distribution


Gender Distribution by Level at the GS/OAS, as of September 30, 2011

F. CPR’s By Type of Fund

CPR’s as of September 30, 2011

Female38155%

Male30945%

0 0 04

30 31

53

6260

3

66

52

15

30

21 1

73

38

53

4643

40

4

16 1612

27

20

SG ASG D02 D01 P05 P04 P03 P02 P01 G07 G06 G05 G04 G03 G02 G01

Female Male

Gender Distribution at the GS/OAS as of September 30, 2011

Note: Total excludes 30 Associates

20

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 129 visa applications with the relevant consulates; 31 of them were emergency applications for visas the same day.

Economy1,153,864

92%

Executive101,417

8%

21

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


2011Increases

Rental income 163,832 Interest income 906 (A)

Total increases 164,738

DecreasesExpenditures & Obligations

Personnel Contracts 10,468 Equipment, Supplies and Maintenance 16,725 Building and Maintenance 88,229 Performance Contracts 4,000 Other Expenses 65

Total decreases 119,487 (B)

Net change during period 45,251

Cash balance at beginning of period 155,201

Fund balance 200,452

(A) Includes interest accreditation through June 2011(B) Includes obligations in the amount of USD 26,992

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

For the period January 01, 2011 to September 30, 2011(in USD)

Amount Contributor18,000 JP Morgan Chase18,000 Goya Foods10,800 Profund Advisors LLC10,000 William R. Singleton

7,925 American University6,000 United States ‐ Mexico Chamber of Commerce6,000 The Washington Ballet5,250 Committee for Western Civilization5,000 National Foreign Trade Council Foundation5,000 The American Committees on Foreign Relations5,000 Multicultural Career Inter Program4,400 National Audubon Society4,000 Embassy of the Kingdom of Morocco3,500 The Washington Office on Latin America3,469 Beacon Associates3,297 Mission of Mexico 3,210 Catholic Charities3,000 German School Society3,000 Latino Economic Development Corp.

38,981 Other contributors

163,832

Rental Hall of the Americas and Other Conference RoomsRental Income Detail ‐ Top 10 contributors

For the period January 01, 2011 to September 30, 2011(in USD)

22

As of September 30, 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 StatesAntigua and Barbuda 366 ‐ ‐ ‐ ‐ 366 Argentina 2,619,400 ‐ 40,072 325,268 ‐ 2,984,740 Bahamas, Commonwealth of 62,800 ‐ ‐ 19,050 ‐ 81,850 Barbados 48,900 ‐ ‐ 39,000 ‐ 87,900 Belize 17,900 ‐ ‐ 5,000 ‐ 22,900 Bolivia 37,500 ‐ ‐ ‐ ‐ 37,500 Brazil 125,847 ‐ ‐ 1,342,109 ‐ 1,467,956 Canada 11,225,600 ‐ ‐ 9,197,320 66,088 20,489,008 Chile 875,300 ‐ 113,000 122,000 ‐ 1,110,300 Colombia 684,400 ‐ ‐ ‐ ‐ 684,400 Costa Rica 152,500 ‐ ‐ ‐ ‐ 152,500 Dominica, Commonwealth of 17,900 ‐ ‐ ‐ ‐ 17,900 Dominican Republic 168,000 ‐ 54,760 ‐ ‐ 222,760 Ecuador 168,900 ‐ 16,780 18,180 ‐ 203,860 El Salvador 85,700 ‐ 32,100 544,991 ‐ 662,791 Grenada ‐ ‐ 6,000 ‐ ‐ 6,000 Guatemala 152,500 ‐ ‐ ‐ ‐ 152,500 Guyana 17,900 ‐ 5,100 2,227 ‐ 25,227 Haiti ‐ 35,564 2,500 ‐ ‐ 38,064 Honduras ‐ ‐ ‐ ‐ ‐ ‐ Jamaica 50,150 34,252 ‐ ‐ ‐ 84,402 Mexico 6,641,100 ‐ ‐ 674,110 ‐ 7,315,210 Nicaragua 36,700 56,671 18,000 8,629 ‐ 120,000 Panama 133,000 ‐ 39,600 414,799 ‐ 587,399 Paraguay 101,200 28 ‐ 99,899 ‐ 201,127 Peru 451,100 ‐ 55,000 10,000 ‐ 516,100 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 ‐ ‐ 75,996 ‐ 112,696 Trinidad and Tobago 124,000 ‐ ‐ 103,343 ‐ 227,343 United States 36,384,550 ‐ ‐ (a) 19,337,273 971,216 56,693,040 (b)Uruguay ‐ ‐ ‐ ‐ ‐ ‐ Venezuela ‐ 57,000 ‐ ‐ ‐ 57,000

Total Member States 60,467,294 183,515 388,012 32,360,174 1,037,304 94,436,300

Regular Fund

(in USD)

(Continues on next page)

23

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 ‐ ‐ ‐ 150,000 ‐ 150,000 European Union ‐ ‐ ‐ 961,238 ‐ 961,238 Finland ‐ ‐ ‐ 215,235 ‐ 215,235 France ‐ ‐ ‐ 229,989 ‐ 229,989 Germany ‐ ‐ ‐ 406,464 ‐ 406,464 Greece ‐ ‐ ‐ 40,000 ‐ 40,000 Ireland ‐ ‐ ‐ 140,225 ‐ 140,225 Korea ‐ ‐ ‐ 70,000 ‐ 70,000 Luxembourg ‐ ‐ ‐ 49,989 ‐ 49,989 Netherlands ‐ ‐ ‐ 798,792 ‐ 798,792 Norway ‐ ‐ ‐ 18,584 ‐ 18,584 Portugal ‐ ‐ ‐ 5,000 ‐ 5,000 Republic of Serbia ‐ ‐ ‐ 20,000 ‐ 20,000 Slovenia ‐ ‐ ‐ 9,704 ‐ 9,704 Spain ‐ ‐ ‐ 2,856,800 ‐ 2,856,800 Sweden ‐ ‐ ‐ 1,236,910 ‐ 1,236,910 Switzerland ‐ ‐ ‐ 77,884 ‐ 77,884 Turkey ‐ ‐ ‐ 75,000 ‐ 75,000 United Kingdom ‐ ‐ ‐ 4,985 ‐ 4,985

Total Permanent Observers ‐ ‐ ‐ 7,386,798 ‐ 7,386,798

Institutions and OthersApplied Energy Services (AES) ‐ ‐ ‐ ‐ 200,126 200,126 I‐A Development Bank ‐ ‐ ‐ 41,186 96,151 137,337 Intl. Bank for Reconstruction and Development ‐ ‐ ‐ 734,326 ‐ 734,326 Intl. Institute for Democracy & Electoral Assistance ‐ ‐ ‐ 214,941 ‐ 214,941 Intl. Org. for Migration ‐ ‐ ‐ 1,130,000 ‐ 1,130,000 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 ‐ ‐ ‐ 275,111 ‐ 275,111 United Nations ‐ ‐ ‐ 135,731 ‐ 135,731 Multiple Funding Sources ‐ ‐ ‐ 1,350,731 275,715 1,626,446

Total Institutions and Others ‐ ‐ ‐ 5,066,346 571,992 5,638,338

GRAND TOTAL 60,467,294 183,515 388,012 44,813,318 1,609,296 107,461,436

(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 84 thousand contributed through "Penalty Mail".

Regular Fund

(in USD)

24

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 second quarter. Outlined below are the last major activities scheduled around the IPSAS project. The implemen‐tation of IPSAS is a complex undertaking that requires financial and hu‐man 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 has leveraged their IPSAS expertise to review and update the GS/OAS' preliminary gap analysis between relevant OAS proprietary rules and IPSAS. The updated document now reflects new pronouncements issued by the IPSAS Board during the last year. 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 will be submitted for management and external audit comments during the final quarter of 2011. Discussions with the Organization’s external auditors regarding the presentation of fixed assets in the financial statements and the level of detail required for IPSAS‐compliant notes to the financial statements are also scheduled during the final months of 2011. OASES IBTCI has also been engaged to conduct a high‐level analysis of 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 enterprise resource planning tool (OASES) that would automatically perform these accruals. The results of this analysis are expected by the end of the year.

25

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

20%

4%5%

64%

7%

Meetings CP Com.& WG USD89,375

CEPCIDIUSD10,450

CP/CEPCIDIUSD6,600

AG MeetingsUSD5,500

Other AreasUSD28,050

Half‐day meetings

Interpretation hours Half‐day rate Loss

62 325 275 89,375

10 38 275 10,450

6 24 275 6,600

General Assembly Preparation 3 20 275 5,500

28 102 275 28,050

109 509 275 139,975

TOTAL: All half‐day meetings not shared

Political Bodies / Areas

CP, its Committees and Work Groups

CEPCIDI

CP/CEPCIDI

Other Areas

TOTAL, All meetings

Political Bodies / Areas Jan‐Mar Apr‐Jun Jul‐Sep Oct‐Dec TOTALCP, its Committees and Work Groups 33,075 19,600 30,250 ‐ 82,925

CEPCIDI 4,900 2,940 1,650 ‐ 9,490

CP/CEPCIDI 5,880 ‐ ‐ ‐ 5,880

AG ‐ 4,900 ‐ ‐ 4,900

Other Areas 13,720 9,310 2,200 ‐ 25,230

TOTAL 57,575 36,750 34,100 ‐ 128,425

45%

29%26%

Jan‐Mar USD57,575 Apr‐Jun USD36,750 Jul‐Sep USD34,100

TOTAL: All half‐day meetings not shared Meetings of the OAS per quarter

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

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

26

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


Political Body / Area Languages Half-day meetings Interpreters Half-day rate Loss

2-Lang 26 94 275 25,850 3-Lang 0 0 275 - 4-Lang 36 231 275 63,525

Subtotal All Lang 62 325 275 89,375 2-Lang 7 18 275 4,950 3-Lang 0 0 275 - 4-Lang 3 20 275 5,500

Subtotal All Lang 10 38 275 10,450 2-Lang 6 24 275 6,600 3-Lang 0 0 275 - 4-Lang 0 0 275 -

Subtotal All Lang 6 24 275 6,600 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 16 38 275 10,450 3-Lang 7 30 275 8,250 4-Lang 5 34 275 9,350

Subtotal All Lang 28 102 275 28,050

Total 2011 109 509 275 139,975

CP and its Committees and Working Groups

CEPCIDI

CP/CEPCIDI

AG - General Assembly Preparatory Meetings

Other Areas of the GS/OAS

63,525

4,9506,600

10,450

9,3505,500

8,250

5,500

25,850

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 ‐ September, 2011

27

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.

Donor SubprogramContribution

(in USD)

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 Work Group for Indigenous Affairs The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 73,970 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) 1,130,000 International Road Transport Union (IRU) The Department of Economic Development, Trade, and Tourism (72C) 69,980 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) 23,384 Renewable Energy and Energy Efficiency Partnership The Department of Sustainable Development (72D) 40,910 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) 275,111 United Nations The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 92,731

The Secretariat for Legal Affairs (42A) 8,000 The Department of Effective Public Management (62D) 10,000 The Department of Sustainable Development (72D) 25,000

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) 302,900

The Secretariat of the Inter‐American Committee on Ports (CIP) (32L) 137,641 The Department of Effective Public Management (62D) 109,335 The Department of Human Development, Education, and Culture (72G) 264,049

Others The Executive Secretariat of the Inter‐American Commission on Human Rights (IACHR) (32B) 6,825 The Department of Sustainable Development (72D) 1,530 The Department of International Affairs (82C) 48,289 The Art Museum of the Americas (82D) 10 Centennial Celebration (102O) 26,033

Total 5,066,346

From January 1 to September 30, 2011


28

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.

Implementation of Position Budgeting functionality within HR mod‐ule.

Requirements definition for Tax Reimbursement System.

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

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.

Department of Information and Technology Services (DOITS)

Maintain and update the licenses for all desktop software.

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.

Technological upgrade of the existing server.

Follow the OAS‐SDF and develop all the necessary documentation for every software project.

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 the fourth quar‐ter 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.

Capacity building workshops on Project Management: postponed for the fourth quarter due to a lack of human 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.

Implement LEED‐EB certification for the GSB building, estimated at USD 143,000, according to a proposal from Facilities Engineer Associ‐ates, dated March 26, 2010.

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

29

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

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.

Negotiate preferential rate agreements with hotels in each of the main cities of each member country.

The mid‐year cleanup of purchase orders has been postponed due to lack of resources. Normally, at the end of the year, OPS conducts a closing exercise whereby all purchase orders with small balances are cleaned up and finally closed. Because this is a rather time consum‐ing endeavor, taking up to two weeks of one full time position, OPS typically conducts a mid‐year cleanup, reducing both exercises to one week. Due to lack of human resources, the mid‐year cleanup was not conducted.

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.

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.

30

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)

OASES Customer Service Upgrade

DFAMS has been working with DOITS to design and test an upgrade to the current OASES Customer Service Ticket Window by adding a new fea‐ture for handling and routing tickets. A new “return” feature has been added allowing SAF to reassign tickets to its originator, when necessary, with the ultimate goal of ensuring better tracking and monitoring of pending requests. Ticket returns are used when requests submitted to SAF cannot be fulfilled due to incomplete information or supporting documentation. The new tool allows tickets to be returned to their crea‐tors for appropriate follow‐up, and an e‐mail notification specifying the information required for fulfillment is automatically sent to the user after the ticket has been returned. 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 from Headquarters local currency funding and payroll for the OAS Country Offices. This initiative targets the elimination of the inherent risk associated with issuing USD checks and streamlining the financial and currency exchange operations for the Country Offices. As of September, there were nine Offices being electronically funded from Headquarters: Bolivia, Costa Rica, Dominican Republic, Guatemala, Haiti, Honduras, Mexico, Nicaragua, and Peru. Addi‐tionally, local currency payroll is being executed for 28 General Services’ staff at the following 16 Offices: Barbados, Belize, Bolivia, Costa Rica, Do‐

minica, Dominican Republic, Grenada, Guatemala, Guyana, Haiti, Hondu‐ras, Mexico, Nicaragua, Peru, St. Kitts and Nevis, and Trinidad and To‐bago.

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 January 2012 as it provides clear advantages over external training, including cost. DFAMS internal training is presented in a lan‐guage that participants can relate to, it is focused on encouraging a cul‐ture of knowledge sharing in an informal setting and it uses real life ex‐amples that participants can take back to their daily jobs immediately. DEPARTMENT OF INFORMATION AND TECHNOLOGY SERVICES (DOITS) Infrastructure

A new plan for the upgrade of the current application server infrastruc‐ture is being produced. This upgrade will bring up to date the software that supports the OAS applications developed in‐house. The implementa‐tion plan to migrate the websites to the new cluster infrastructure is un‐derway.

C. GS/OAS IMPROVEMENTS AND EFFICIENCIES

31

Creation of eleven virtual servers to provide a new Oracle testing environ‐ment, Citel Pilot SharePoint platform, upgrade antivirus server, among other services. This virtualization server strategy put in place has saved the Organization approximately USD 44,000 in power consumption and hardware acquirements during 2011. An Apple Server was installed and configured to enforce network policies to all OS X equipment no standard currently installed in OAS network and in some instances not connected at all. This server is currently been tested by DOITS and should be in production the next quarter of 2011. One of the benefits will be to allow legacy apple equipment from The Americas Magazine to be part of OAS network, allowing access to more resources and Internet, improving security, productivity and perform‐ance. Systems Development

During the third quarter of 2011, DOITS implemented a new registration system for the Summit Implementation Review Group improving the reg‐istration and accreditation process. Also, DOITS developed a prototype for the new Collaborative Platform and Web Content Management sys‐tem for the Inter‐American Telecommunication Commission to update their technological platform using the latest technologies on web collabo‐ration. Additionally, DOITS started the requirements for the implementation of the new Results Based Contracting System (RBCS) as part of SAF stream‐lining of processes and paperless approach.

Information Security

DOITS is currently working in conjunction with CICTE, with the Ministry of Interior of Chile on a mutual collaboration effort in order to provide tech‐nical assistance regarding Information Security matters. DOITS is also improving their systems to detect encrypted connections by malicious third parties to OAS network, thus preventing data loss.

Software Quality Assurance and Systems Administration

DOITS has continued with the permanent adjustment and implementa‐tion of the OAS Software Development Framework (OAS‐SDF) for the software development projects. The OAS‐SDF objective is to improve software quality and avoid rework. The Software Quality Assurance (SQA) has updated his profile as section within DOITS. SQA team has tested several applications allowing them to go into production minimizing defect density. DEPARTMENT OF PLANNING AND EVALUATION (DPE) Operative Planning and Budget Formulation

The DPE continued to provide support in the formulation phase of the program‐budget cycle and completed the publication of the 2012 pro‐posed program‐budget. Pursuant to the Secretary General’s report to the Permanent Council (CP/INF. 6248/11) of 13 May 2011, the 2012 budget proposal incorporated additional documentation to the 2012 budget pro‐posal with the objective of adding a results‐based perspective to the dis‐cussions taking place in the Subcommittee on Administrative and Budget‐ary Affairs of the Preparatory Committee of the General Assembly. The process required the preparation of personnel cost estimates for FY 2012 and a review of the Annual Operating Plan (POA) of 47 dependencies of the General Secretariat. The POA serves as the primary source of infor‐mation to determine the budget for the activities to be financed during 2012. The reformulation of the 2011 POA has allowed the areas to take into account the budget reduction (USD 5 million) of the approved budget 2011, which served as the basis for their 2012 POA, including the distribu‐tion of their material and human resources. An important result of the reformulation of the 2011 POA is the ability to identify the repercussions of the reduction of Regular Fund resources on the operating goals and activities of the General Secretariat. The impact of the overall reduction of USD 5 million in the 2011 approved program‐budget has been tallied, documented, and presented to the CAAP for its consideration (see CP/CAAP‐3128/11 corr. 1, “OPERATING GOALS ELIMINATED OR REDUCED IN THE ANNUAL OPERATING PLAN FOR 2011”) The CAAP has also received a

SECTION I GS/OAS IMPROVEMENTS AND EFFICIENCIES

32

detailed listing of all material and human resources associated with the operating goals that appear in the Annual Operating Plan of the depend‐encies of the General Secretariat. This report has been made available in Spanish, and an English version is scheduled to be released in early Octo‐ber. 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 a group of mandates. The first report on results will be delivered to CAAP before the program‐budget approval. The DPE continues to take an active role as part of the SAF team that ad‐vises the CAAP during its deliberations. The DPE, in collaboration with DFAMS, prepared additional reports for the CAAP working group examin‐ing the 2012 budget proposal. These reports included the preparation of a summary of the 2012 budget, separated by fund category (Regular, Spe‐cific, and ICR) and a report on 2012 Regular Fund proposed resources by subprogram and object of expense. The DPE also continues to assist the CAAP and its Working Group on the Review of OAS Programs, which is scheduled to resume its sessions on October 13, 2011. 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, PEC has evaluated 24 (twenty‐four) project proposals presented by the Secretariat of Multidi‐mensional Security, the Secretariat of Political Affairs, the Secretariat of Integral Development, the Inter‐American Commission of Women, the Secretariat of Legal Affairs and the Secretariat of External Relations. They are:

1. Fortalecimiento de capacidades de los observadores electorales internacionales de la Secretaría General de la OEA (SPA1105): Approved.

2. Fortaleciendo la Capacidad Institucional de las Autoridades Elec‐torales del Hemisferio (Tercera Fase) (SPA1106): Approved.

3. Inter‐American Teacher Education Network (ITEN) Phase III: Ap‐proved.

4. Establishment of a Secretariat for Environmental Matters under the US‐Perú Trade Promotion Agreement (U.S.‐PERU TPA SEM): Approved.

5. Participation of Civil Society Organizations in the REMIM IV (CIM1102): Approved.

6. ECPA Energy Efficiency Working Group: Technical Assistance and Collaboration with the Government of Mexico (SID1106): Ap‐proved.

7. Evaluación de la eficiencia de una muestra de proyectos finan‐ciado por el fondo español para la OEA (SAF1101): Approved.

8. Proyecto para la capacitación de líderes/as afrodescendientes en las Américas (ILA1101): Approved.

9. Contribuir al fortalecimiento de los valores democráticos al au‐mento de la participación ciudadana en las actividades de la OEA (SER1101): Approved.

10. Fortalecimiento de los sistemas nacionales de información sobre seguridad pública en la Américas Latina (SMS1110): Approved.

11. SAVIA (Salud y Vida en las Américas) – Fase II Fortalecimiento de la prevención, la mitigación, el tratamiento y la integración social en materia de drogas en el ámbito local (SMS1116): Approved.

12. FONDO DE PAZ: Implementación de las medidas de fomento de la confianza entre Belice y Guatemala (SPA1103): Approved.

13. Misión de apoyo al proceso de paz de la Organización de Estados Americanos. (SPA1105): Approved.

14. Improve Existing Formal Opportunities and Public Participation Mechanisms for Sustainable Development (SID1108): Approved.


33

15. Enhancing National Measurement Infrastructure in the Americas (SID1109): Approved.

16. Program to Strengthen the Research Capacity of Health and Re‐lated Professionals on Drug Issues in Latin America and the Carib‐bean (SMS1117): Approved.

17. Structural Innovation of the Executive Branch of Paraguay / Sup‐port for the Legislative Process of the Reform Bill proposal in Con‐gress and its implementation (SPA1107): Approved.

18. Strengthening Effective Public Management in El Salvador (SPA1108): Approved.

19. Auditoría integral al registro electoral de Colombia (SPA1111): Approved.

20. Fostering Civil Society and Social Actor Participation in the Sixth Summit of the Americas Process (SUM1101): Approved.

21. Plan Estratégico de la MAPP: Partially approved.

22. Disminución de subregistro en los Bordos del Río Chamelecón y diagnóstico tecnológico para las oficinas municipales del RNP (SPA1110): Approved

23. Promoción y acceso al Derecho a la Identidad en Bolivia, Ecuador, Paraguay y Perú, y diseminación de lecciones aprendidas (SPA1109): Approved.

24. Studying the Effects of Climate Change and Variability on Pay‐ment for Ecosystem Services Schemes in the Colombo‐Ecuadorian Border (SID1111): Pending approval.

In addition the PEC adopted 6 (six) new procedures for project formula‐tion, and requested the DPE to take the lead in developing policies and procedures related to evaluation of programs and projects and to the de‐velopment of guidelines for the formulation of strategic plans, and to pre‐sent these for the consideration of the PEC. The DPE was also asked to propose a strategy for implementation of the new policies and proce‐dures. If adopted, as it is expected, the department could coordinate these activities in the future.

Project Formulation and Follow‐up

The DPE has received and reviewed 23 (twenty‐three) new proposals (profiles) and has continued advising other areas of the General Secre‐tariat on using results‐based project design methodology. DPE provided technical support for the formulation of 2 (two) project documents pre‐sented by the Secretariat of Multidimensional Security, and the Secre‐tariat for External Relations. Additionally, the DPE has received and re‐viewed 8 (eight) progress and final reports of projects executed since 2007 and funded by Spain. DPE has also prepared verification reports for those projects revised. This work entails careful analysis of the proposals to ensure that their logic contains all the elements and information required to achieve the stated objectives, and a review of the budget in coordination with DFAMS. The DPE works with the staff from the different areas preparing and presenting project proposals until these are ready for the considera‐tion of CEP. Training on Project Management

Training material on the new Project Management System has been de‐signed. A first workshop, for fifteen participants, will take place in head‐quarters on October 5th, 2011. Evaluation of Programs and Projects

Field work is being conducted by an external evaluation in Paraguay and Panama to collect the information needed for the mid‐term evaluation of the projects funded by Spain on access to justice through the services of Judicial Facilitators. The final report will be available before the end of the year. The external evaluator selected for a results evaluation of the regional project “Promoción de la participación y los derechos de los pueblos indígenas de las Américas” completed the process of collection of infor‐mation and interview with members of the project team and is delivering its final report in October.


34

The external firm selected to conduct a results evaluation of a group of projects geared to strengthening electoral institutions in the Americas has almost completed the field work in five beneficiary countries, as well as the documentation review. The final report will be available before the end of the year. In all these cases, the DPE continuously supports the process, coordinat‐ing the contacts with project team members, the OAS offices in the coun‐tries and beneficiaries. Preliminary reports are reviewed to assure com‐pliance with the terms of reference. DPE has coordinated the process of collecting information for the consult‐ant in charged of preparing the final report of the OAS/CIDA Plan 2008‐2011. This has meant identifying all the areas and staff involved, commu‐nicating to them the needs of the consultancy, organizing meetings and interviews between the consultant and staff that worked in the projects, reviewing the information collected to ensure it meets the requirements of the donor, and reviewing the draft of the final report to ensure compli‐ance with the terms of reference of the consultancy. Technical advice was provided to the Office of the SG’s Chief of Staff for the preparation of the terms of reference for a final evaluation of the OAS/CIDA Cooperation Plan 1998‐2011 and for the competitive process to select an external firm. The evaluation main objectives are to identify the results obtained, to improve the design of future programs and pro‐jects, to inform policy decisions, to document and share lessons learned and to communicate the findings and recommendations of the evaluation to all the stakeholders. DPE coordinated the consultant company’s incep‐tion mission to OAS headquarters that included interviews with the pro‐jects’ teams and is providing support for the collection of information from the program beneficiaries. Development of the Project Management System

The development of the first component of the Project Management Sys‐tem, the Project Formulation Module, has been completed, and the final functional tests and adjustments have been performed. The uploading of historical data since 2006 was completed.

OFFICE OF PROCUREMENT SERVICES (OPS)

Purchasing/Procurement

In the third quarter, OPS issued over 7,250 purchase orders for a total of USD 16.4 million. Some of the most significant categories used when re‐cording these transactions are shown in the chart in the annex: Travel expenses (which include purchase orders for per diem, terminal expenses, and tickets) represent 20% of the total amount of transactions processed by OPS. At the same time, they account for 38% of the total number of actions processed during the quarter. In a SAF effort, OPS con‐tinues to work with DOITS and DFAMS to automate the processing of these relatively low‐value, high‐volume transactions in 2011. Contracting

During the third quarter of 2011, a total of eight new formal bidding proc‐esses were initiated. Some of the main products and services acquired through those bids included: Evaluation of the OAS/CIDA Cooperation Plan 2008‐2011;

Corporate Internet Services for the OAS Mission to Support the Peace Process in Colombia (MAPP/Colombia);

Port security assessment and training in Mexico and Colombia;

Simulation Exercise for a Bioterrorism Attack in Chile and Ecuador or Peru;

Acquisition and installation of two 30‐ton air conditioning units in the MNB;


Category Number of PO's Amount USD MillionsCONSULTING 528 5TRAVEL 2,839 3.2NAT'L OFFICE REQUISITION 1,135 2.5GENERAL EXPENSES 721 1.2GENERAL SERVICES 433 1.2OTHER 1,595 3.3TOTAL 7,521 16.4

35

Power interconnection pre‐feasibility study between St. Kitts and Ne‐vis and Puerto Rico;

Webcast streaming service for the GS/OAS;

Public opinion studies for the SPA.

During the evaluation phase, the OPS’ objective is to negotiate prices with the best‐qualified bidders in order to obtain savings for the Organi‐zation. Examples of savings recently obtained include the following: USD 2,500 in bid No. 05/11 for contracting webcast services for the

forty‐first regular session of the General Assembly in El Salvador from Primestream;

USD 19,232 in bid No. 09/11 for assessment of the OAS/CIDA Coop‐eration Plan 2008‐2011 by Universalia;

USD 29,055 in bid No. 24/10 for contracting port security assessment and training services in Barbados from Halcrow.

Efficiencies in Travel

The GS/OAS accumulated more than 40,000 points this quarter by partici‐pating in American Airlines’ Business ExtrAA program. These 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 in the third quarter amounting to nearly USD 5,000. 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 20,000 in tickets during this quarter. These savings are calculated by comparing what actual tick‐ets 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 tickets in the future. 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, The State Plaza, generated more than USD 9,000 in savings during this quarter when compared to the rates offered to the general public. The total sav‐ings obtained with this hotel in 2011 to date have surpassed USD 30,000. Additional savings were obtained by areas that decided to pay for hotel accommodations directly rather than pay perdiem to guests. This was due to hotel rates being lower than the predetermined UN scale perdiem rates. OPS also met with a representative from Marriott International to begin negotiations for a global agreement that will cover all of its properties throughout the Americas. While obtaining a single preferred rate is likely improbable given the many variables present among the 34 countries, OPS is negotiating a single point contact and a standard hotel contract for all Marriott properties that will allow our staff to be more efficient when negotiating individual event terms. Travel Expenditures1

During this quarter, the total expenses reported as travel, including USD 0.7 million corresponding to travel expenses associated with fellowships and other costs, came to USD 3.8 million. Approximately 17% (USD 0.65 million) of this is Regular Fund use and the remaining USD 3.15 million


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

36

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. As shown below in the sum‐mary for the 3rd quarter, it also provides a breakdown by Chapters:

Other Activities

At least 13 users from different areas of the Organization were certified in the purchasing module of OAS Enterprise System (OASES). OPS also con‐tinued its series of internal training sessions to further update is own staff in operational details of purchasing activities. Under these training activi‐ties, OPS also provided a special training session in procurement matters for 6 of the National Office Directors that were visiting DC to attend other meetings. As in previous years, OPS continued to provide special support to elec‐toral observation missions and other special activities. Among these ac‐tivities, OPS devoted most of its resources to support the electoral obser‐vation mission in Guatemala. With regards to its operational obligations and other requirements, OPS fulfilled the demands for quarterly reports, we responded to internal and external audits, and contributed to the preparation of a variety of spe‐cially and customized reports. Purchasing / Corporate Cards Continuing with the activities related to the corporate card services, OPS and DFAMS continued meeting weekly with Bank of America. OPS is lead‐ing the task force to move forward with the replacement of American Express as our ghost card with OWT, our travel service provider. OPS ex‐pects to roll out the new card issued by Bank of America during the last quarter of 2011. By switching platforms we anticipate wider acceptance and thus the ability to capture more travel through our preferred travel service provider. 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 purchases can now be processed with far greater efficiency in less time, and OPS buyers can dedicate their limited resources to higher priority transactions.


Chapter 5 ‐ Secretariat for Multidimensional

Securi ty37.5%

Chapter 1 ‐ Office of the Secretary Genera l

4.9%

Chapter 2 ‐ Offi ce of the Ass i stant Secretary

Genera l2.5%

Chapter 3 ‐ Autonomous and/or Decentra l i zed

Enti ties12.6%

Chapter 4 ‐ Secretariat for Legal Affa irs

3.2%

Chapter 6 ‐ Secretariat for Pol i tica l Affa irs

12.8%

Chapter 8 ‐ Secretariat for External Relations

1.5%

Chapter 9 ‐ Secretariat for Adminis tration and

Finance0.4%

Chapter 10 ‐ Bas ic Infras tructure and

Common cos ts4.7%

Chapter 7 ‐ Secretariat for Integra l

Development19.8%

Travel through OWT—3rd Quarter 2011

Regular Fund

Specific and Other Funds Total

Fellowship Travel 0.2 0.0 0.2 Fare 0.2 1.5 1.7 PerDiem 0.2 1.1 1.3 Terminal Expenses - 0.1 0.1 Other - 0.5 0.5 Total Travel 0.6 3.2 3.8 *Other travel expenses include: Transportation Rental, installation allowance, excess baggage, local travel, passport renewals and other miscellaneous travel expenses.

37

Vendor Management OPS continued the task of purging the list of vendors. The number of re‐quests for registering new vendors or updating existing ones went up in comparison with the first quarter. This rise can be attributed to a marked increase in scheduled activities this quarter, in particular meetings and training seminars. Despite the hike, OPS managed to complete the ma‐jority of vendor‐related requests within its normal average processing time of 24 hours. In exceptional cases, the processing of a number of more complex requests was completed within 36 hours. In the third quarter, OPS will focus its efforts on reviewing the Office of General Services’ most used vendors, with the aim of jointly establishing a list of pre‐approved vendors. These lists of pre‐approved vendors are designed to cover areas’ recurring needs and to expedite the purchasing process for these transactions. OFFICE OF GENERAL SERVICES (OGS)

2011 Building Maintenance and Operations

The Secretariat for Administration and Finance/Office of General Services has two sources of funding for building maintenance and operations. The approved 2011 Regular Fund Budget provides USD 5.08 million, and rental income provides another USD 1.43 million. Thus, this Office has a total of USD 6.5 million available for mortgage payments, outsourced contracts, and maintenance operations. As of September 30th, 2011, this Office paid a total of USD 5.14 million, including obligations, as follows: USD 1.64 million in mortgage payments, USD 1.18 million in utilities (electricity, water, and steam), USD 1.70 mil‐lion in outsourced contracts (security, cleaning, and other maintenance personnel), and USD 0.63 million in building maintenance and operations that include repairs, general maintenance, capital investment, services, and supplies. The remaining balance of USD 1.32 million will be used to provide these same services for the remainder of this year.

Fixed Assets Inventory

During the third quarter of 2011, the scanning of fixed assets was final‐ized in headquarters. As of September 30, 2011, SAF/OGS identified 11,867 assets, with an original cost of USD 8,391.050 and a current net book value of USD 1,554.698. The second part of this process began in September 26, 2011, and it requires locating those assets not found dur‐ing the physical inventory. The annual inventory of the National Offices is in process. All 32 locations have received an inventory list generated by headquarters for their re‐view and update. A deadline of November 1, 2011 was set. Additionally, the reports are now part of a new system of information sharing with the National Offices denominated NOCS. This system will allow them to up‐date directly into the files and we will receive the notifications with changes. A total of three Covents have been performed during 2011, and a fourth is scheduled for the third week in October. This has allowed us to elimi‐nate surplus/obsolete items from the Organization. A total of 372 items have been removed. Photocopier Modernization Program

During the first three quarters of this year, the SAF/OGS installed 3 new multi‐ functional photocopiers, worth USD 21,895, in the following areas: Summits Secretariat, the Office of Protocol and the Press Department. The OGS also acquired “Eagle Office 50 Multipurpose” paper for the mul‐tifunctional photocopiers and printers with the following specifications: 80% Minimum Recovered/ Recycled Fiber and 50% Post Consumer Waste Fiber (PCW). Recycled paper generates 58% water savings and 65% less energy pollution versus virgin paper production. The company that pro‐duces this paper, “American Eagle Paper Mills” is process chlorine free (PCF) in their paper making process, and is “Sustainable Forestry Initiative (SFI)” certified by Price Waterhouse Cooper.


38

Building Improvements

As of September 30, 2011 the Capitalized Building Improvements total to USD 146,000, represented mainly in the replacement of equipment such as: Main Building air handler Unit #6 ; installation of the Barrier Gate and a card reader at the C Street parking lot; handrail for the Main Building West Staircase;, Aztec Patio fountain repair; design of the MNB and ADM smoke detection and fire alarm system; and the installation of a glass entrance door and new exterior lighting system for the Museum. SAF/OGS continues painting several areas of the MNB, GSB, ADM and Museum buildings, and finished the repair of all the Museum doors and windows. DEPARTMENT OF HUMAN RESOURCES (DHR)

During the 3rd quarter of 2011, the Department of Human Resources (SAF/DHR) continued implementing initiatives in each of the following areas: Modernization Efforts

During the 3rd quarter the DHR conducted an analysis and testing of Taleo, an electronic recruitment and selection tool used in the majority of sister organizations for these purposes. After the completion of this evaluation, Taleo was selected as the e‐recruitment tool to be used in the GS/OAS competition process. The DHR developed a working plan for the implementation of Taleo and it is expected to be in production during the 1st quarter of 2012. Position Control System (PCS)

After the implementation of the Position Control System in the last quar‐ter, training sessions on the efficient use of this tool were delivered to HR personnel during the 3rd quarter. The DHR is currently developing and testing the reports that will be generated by this tool. 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 the

preparation of standardized vacancy announcements for the 2nd group of cases pending for competition published during the 3rd quarter of 2011. Additionally, the SJD electronic system that will serve as a storing and access database for SJDs is currently in its final testing phase and will be ready for its implementation in production in the last quarter of 2011. After the implementation of the SJD electronic system, training sessions on the use of this tool will be delivered to HR personnel. Performance Evaluation System (PES)

During the 3rd quarter of 2011, the DHR presented the results of the PES pilot cycle, the improvements made, and the next steps for PES to the Staff Committee. The DHR is currently working in conjunction with DOITS to improve the PES electronic form. In addition, during this quarter the DHR continued to develop the PES on‐line training for Country Offices and Special Programs. Training Program

During the 3rd quarter a training course was delivered to 14 interns in or‐der to enable both group and MOAS representatives to enhance their leadership skills. Also, the DHR developed and implemented two “Power Point Basics” training programs aimed to cover the basic use of this soft‐ware application at which 17 staff members participated. The training program “E‐mail etiquette and efficiency” was delivered to 25 staff mem‐bers in order to improve their written communication skills. In addition, the DHR is redesigning “From Peer to Leader” and “Leading Change” training programs by including a virtual community tool to enhance learn‐ing and collaboration skills within participants. In its effort to recognize and celebrate staff members’ 2010‐2011 achievements, the DHR continued planning the 2011 Staff Awards Cere‐mony which will take place in October and opened nominations for the Outstanding Performance Award and the Leo S. Rowe Memorial Award. In addition, the list of awardees per years of service and retirees was an‐nounced during this quarter.


39

Health Insurance

The Health unit continued providing occupational health services to all staff, consultants and interns at the GS/OAS through its Wellness Pro‐gram, which included lectures on “Nutrition as Treatment and Prevention Disease” and “Asthma: Strategies to reduce triggers and complications”, as well as several events as the “Breast Health Screening” and “The Health Screen Day”. Benefits

The visa system alert developed in the 2nd quarter of 2011 is now live and working as intended by notifying staff on the revalidation of their G‐4 visa during the 3rd, 2nd and 1st month intervals before the visa expires. Internships

Staff responsible for the selection of interns within the areas of the GS/OAS attended a meeting as a follow up to last year’s information session in order to review the selection process taking into consideration the principle of geographic and gender balance. Statistical comparisons and the improvements in the program made from 2009 to 2011 were in‐formed in this session. Additionally a memorandum of understanding between the GS/OAS and the George Washington University was signed in July to extend to eligible GS/OAS staff members and consultants a tuition discount for specified MBA programs effective until the 2012‐2013 academic year. During the 3rd quarter, 79 interns from across the Americas and other Countries (France, Republic of Korea, Spain and Norway) convened at the 10th Model of the Permanent Council of the GS/OAS (MOAS/PC), to dis‐cuss about the challenges to democratic governance in the Hemisphere and draft proposals aiming to strengthen and promote its application in the Americas. On September the GS/OAS Fall Internship Session commenced with the participation of 81 students. The five most represented countries are USA (29%), Brazil (12%), Colombia (7%), Mexico (7%) and Peru (7%).

As of September 30th, 2011; 11 Country Offices and 3 Special Programs have participated in the GS/OAS Internship Program with a total of 61 interns collaborating in Country Offices in Costa Rica, Dominica, Grenada, Haiti, Mexico, Panama, Paraguay, Peru, Dominican Republic, Trinidad and Tobago and Venezuela; and Special Programs in: UTA/Argentina, MAPP/Colombia and INN/Uruguay. Staffing

During the 3rd quarter of 2011, the DHR actively worked on the post clas‐sification and selection competition processes. With regard to the post classification process, the DHR received and im‐plemented the results of the post classification exercise for 28 posts within the GS/OAS conducted in June 2011 by an external UN classifier. Out of the 28 posts reviewed, 17 were reclassified at a higher grade level and 11 were confirmed at their current grade level. A staff member who is in disagreement with the classification of his/her post resulting from the audit conducted in June 2011, may exercise his/her rights to appeal the results in accordance with the GS/OAS and regulations. In a continued effort to improve and streamline the recruitment and se‐lection processes, the DHR participated in training sessions, benchmarked with other International Organizations to identify and incorporate their best practices into the GS/OAS model, and worked in the evaluation of Taleo as an electronic recruitment and selection tool for the GS/OAS. Additionally, the DHR designed and implemented a more struc‐tured and standardized evaluation system, prepared a practical guide for conducting selection interviews and improved communications tem‐plates. Detailed information regarding the selection competition working plan developed by the DHR to regularize the backlog of positions pending of competition, and the 1st and 2nd group of cases published during the 2nd and 3rd quarter of 2011 is provided as follows:


40

Selection Competitions

Due to the budgetary constraints that the GS/OAS has been facing, the post competition process was delayed since 2009. Consequently, there was a backlog of 71(A) positions which were pending to be opened to competition with regulatory deadline up to June 30th, 2011. To regularize this situation, the DHR created a working plan to publish the 71 positions just mentioned and 89 more which require a competition process up to April 2014. The competitions were resumed in June, 2011. According to the plan a total of 160 positions ‐ 10 groups of 16 cases each ‐ will be open to competition every three months in order to complete the process by the second quarter of 2014. Based on regulations, the po‐sitions will be opened to competition on a first‐in first‐out basis according to the date the staff member occupying the position reaches either three years with a short‐term contract financed by the Regular Fund or 18 months receiving Special Duty Allowance (SDA) as a result of a reclassifi‐cation of the post to a higher level.

The first group of 16 positions was published in June, 2011 and a total of 667 applications were received as shown below:


(A) In April of 2011, in the CAAP document “Human Resources Management Plan: Proposal for Expedited Competition Procedure‐ Supplementary Information” (CP/CAAP‐3096/11 add.2) the DHR informed of the backlog of 79 positions pending to be opened to competition. Currently, this backlog was reduced to 71 positions as 8 of the incumbents occupying these positions separated from service.

EO‐0

1‐11

EO‐0

2‐11

EO‐0

3‐11

EO‐0

4‐11

EO‐0

5‐11

EO‐0

6‐11

EO‐0

7‐11

EO‐0

8‐11

EO‐0

9‐11

EO‐1

0‐11

EO‐1

1‐11

EO‐1

2‐11

EO‐1

3‐11

EO‐1

4‐11

EO‐1

5‐11

IR‐0

1‐11

TOTA

L

CARICOMAntigua and Barbuda 0Bahamas 1 1 2 4Barbados 1 1 1 1 1 1 6Belize 1 1 2Dominica 1 1Grenada 1 1 1 1 1 5Guyana 1 1 1 1 4Haiti 1 2 1 1 5Jamaica 1 1 1 1 4Saint Kitts and Nevis 1 1Saint Lucia 1 1 1 4 1 1 2 1 1 13Saint Vincent and the Grenadines 0Surinam 1 1 2Trinidad and Tobago 1 2 1 1 5Subtotal 3 4 6 2 8 5 1 2 1 8 1 4 1 6 0 52SOUTH AMERICAArgentina 3 1 1 2 2 2 1 5 3 1 4 25Bolivia 1 4 5 5 4 1 2 1 3 4 1 3 1 35Brazil 2 5 2 1 1 4 6 1 1 7 3 7 1 4 1 46Chile 1 3 1 1 2 2 1 1 3 1 2 1 2 3 24Colombia 3 15 6 4 3 8 4 5 6 16 2 8 3 3 11 1 98Ecuador 2 4 2 2 1 1 1 2 1 2 1 1 20Paraguay 2 1 1 1 1 1 1 1 1 1 11Peru 5 5 1 1 1 2 5 2 3 1 3 1 30Uruguay 1 2 1 1 1 1 1 8Venezuela 4 3 1 2 2 1 1 2 3 2 1 2 1 3 28Subtotal 23 41 21 16 10 26 22 15 15 43 9 29 8 9 34 4 325CENTRAL AMERICACosta Rica 1 2 1 1 1 1 1 8Dominican Republic 1 1 1 1 1 5El Salvador 3 3 1 2 1 1 3 3 1 1 1 1 4 25Guatemala 2 1 1 1 2 1 1 1 1 2 13Honduras 2 2 1 1 1 2 2 1 1 13Nicaragua 1 1 1 1 1 1 6Panama 2 3 1 1 1 1 1 1 1 1 1 3 17Subtotal 8 11 4 3 6 4 5 5 6 7 2 6 5 3 12 0 87NORTH AMERICACanada 1 2 0 2 2 7Mexico 3 5 1 4 4 2 2 13 2 1 1 2 9 1 50United States 9 18 5 4 9 5 6 4 4 20 3 4 4 1 25 121Subtotal 13 25 6 4 13 5 10 6 8 35 5 5 5 3 34 1 178OTHER COUNTRIES *Portugal 1 1 1 3Spain 3 1 2 1 2 1 1 2 1 1 1 1 17India 1 1Unknown ** 1 1 1 1 4Subtotal 0 3 2 3 1 2 2 1 1 3 1 3 1 1 1 0 25Total 47 84 39 28 38 42 40 29 31 96 17 44 23 17 87 5 667

External Employment Opportunity / Internal Recruitment (EO‐IR)

Female Male Total

1 EO‐01‐11 Senior Specialist P04 20 27 47

2 EO‐02‐11 Legal Officer P02 52 32 84

3 EO‐03‐11 Administrative Assistant G06 30 9 39

4 EO‐04‐11 Administrative Technician G06 21 7 285 EO‐05‐11 Senior Scholarships Specialist P04 18 20 386 EO‐06‐11 Assistant to the Director G05 33 9 427 EO‐07‐11 Human Rights Specialist P03 24 16 408 EO‐08‐11 Committee Secretary P03 14 15 299 EO‐09‐11 Public Security Specialist P03 12 19 31

10 EO‐10‐11 Specialist P02 52 44 9611 EO‐11‐11 Procurement Specialist P03 8 9 1712 EO‐12‐11 Project Assistant G05 27 17 4413 EO‐13‐11 Specialist P03 15 8 2314 EO‐14‐11 Supply Reduction Specialist P03 5 12 1715 EO‐15‐11 Specialist P03 52 35 8716 IR‐01‐11 Human Rights Technician G05 5 0 5

TOTAL 388 279 667

Competition Grade

Number of Applications receivedNo.

External Employment Opportunity / Internal Recruitment

(EO ‐ IR)Job Title

SELECTION COMPETITIONS ‐ GROUP 1 ‐ GENDER DISTRIBUTION ‐

SELECTION COMPETITIONS ‐ GROUP 1 ‐ GEOGRAPHIC REPRESENTATION ‐

* 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

41

The DHR conducted a preliminary screening of the applicants based on the essential qualifications –education, relevant experience, and language proficiency‐ based on documentation provided by the candidates and given the essential requirements for each post. The applications of the prequalified candidates who fulfilled the essential requirements of the 16 posts were sent to the pertinent areas of the GS/OAS. Fifteen recommendations, where each of them identified the in‐cumbent as the most suitable candidate to fill the post, were presented before the Advisory Committee on Selection and Promotion (ACSP) in September, 2011 and approved by the Committee. To conclude the proc‐ess, the recommendations were approved by the Secretary General. The second group of 16 cases was published in September, 2011 as fol‐lows:

This group of 16 cases will be advertised in the Web externally and inter‐nally until October 4th, 2011. The DHR will be conducting the preliminary screening of applicants and the applications of those who are preselected will be sent to the pertinent areas of the GS/OAS. It is projected that the competition process of this group will finish in December, 2011.


Female Male Total1 EO‐16‐11 Printing technician G04 2 6 82 EO‐17‐11 Office Assistant G03 28 22 503 EO‐18‐11 Chief of Section P04 9 11 204 EO‐19‐11 Principal Chauffeur to the Secretar G04 0 4 45 EO‐20‐11 Administrative Technician G06 17 6 236 EO‐21‐11 Specialist P03 15 18 337 EO‐22‐11 Principal Secretary G06 14 3 178 EO‐23‐11 Specialist P03 21 6 279 EO‐24‐11 Messenger Chauffeur G03 0 3 3

10 EO‐25‐11 Interpreter‐Coordinator P03 7 0 711 EO‐26‐11 Administrative Assistant G05 17 9 2612 EO‐27‐11 Secretary G04 10 5 1513 EO‐28‐11 Chief of Section P04 7 11 1814 EO‐29‐11 Specialist P03 15 24 3915 IR‐02‐11 Telephone Technician G06 1 0 116 IR‐03‐11 Administrative Technician G06 0 1 1

TOTAL 163 129 292

No. External Employment Opportunity

/ Internal Recruitment (EO ‐ IR)

Job TitleCompetition

Grade

Number of Applicationsreceived

SELECTION COMPETITIONS ‐ GROUP 2 ‐ GENDER DISTRIBUTION ‐

42

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.

D. RECOMMENDATIONS OF THE BOARD OF EXTERNAL AUDITORS

43

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 second quarter. Outlined below are the last major activities scheduled around the IPSAS project. The implementation of IP‐SAS is a complex undertaking that requires financial and human resources solely dedicated to it. In light of the challenging financial situation it cur‐rently 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 has leveraged their IPSAS expertise to review and update the GS/OAS' preliminary gap analysis between relevant OAS proprietary rules and IPSAS. The updated document now reflects new pronouncements issued by the IPSAS Board during the last year. 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 will be submitted for management and external audit comments during the final quarter of 2011. Discussions with the Organization’s external auditors regarding the presentation of fixed assets in the financial statements and the level of detail required for IPSAS‐compliant notes to the financial statements are also scheduled during the final months of 2011. OASES IBTCI has also been engaged to conduct a high‐level analysis of 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 Organiza‐tion’s enterprise resource planning tool (OASES) that would automatically

perform these accruals. The results of this analysis are expected by the end of the year. 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 On the 1st quarter of 2011, the SAF/DHR presented a Human Resources Management Plan to CAAP, which proposed a new strategic vision that foresees a short term plan to comply with human resource standards and a long term strategy to streamline human resource management through the simplification of the current contracting mechanisms to include: short‐term performance contracts, fixed‐term contracts for project‐linked activities under Specific Funds, and open‐ended contracts for core organ‐izational serviced under the Regular Fund. The SAF/DHR, in conjunction with DLS, will continue working in the development of this proposal in order to be presented to CAAP for its approval.

2) Position Control System (PCS) a. The PCS was implemented in the HR Module of the OAS Enterprise

System (OASES), which allowed the creation of positions with names and codes in accordance with UN Standards. The DFAMS will con‐tinue working in this project to budget the positions in the OASES sys‐tem.

b. The SJD electronic system is currently in its final testing phase and will be ready for its implementation in production in the last quarter of 2011.

SECTION I RECOMMENDATIONS OF THE BOARD OF EXTERNAL AUDITORS

44

1.6 The Board reaffirms its recommendation that OAS conduct a thorough

workforce planning analysis and determine those positions which

should be staffed through employment mechanisms versus contract

mechanisms.

The DHR has worked with different areas within the GS/OAS to convert some of its CPR contracts to staff. From July 1, 2011 to September 30, 2011, out of 19 new staff hires, 6 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 from Headquarters local currency funding and payroll for the OAS Country Offices. This initiative targets the elimination of the inherent risk associated with issuing USD checks and streamlining the financial and currency exchange operations for the Country Offices. As of September, there were nine Offices being electronically funded from Headquarters: Bolivia, Costa Rica, Dominican Republic, Guatemala, Haiti, Honduras, Mexico, Nicaragua, and Peru. Addi‐tionally, local currency payroll is being executed for 28 General Services’ staff at the following 16 Offices: Barbados, Belize, Bolivia, Costa Rica, Do‐minica, Dominican Republic, Grenada, Guatemala, Guyana, Haiti, Hondu‐ras, Mexico, Nicaragua, Peru, St. Kitts and Nevis, and Trinidad and To‐bago. 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 has conducted internal consultations on establishment of the Board decisions. Templates have been developed, and definition of scope of work has been done. 2 – COMMENTS RELATING TO OTHER OAS AND RELATED ENTITIES No recommendations

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.


45

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.


46

SECTION II

2011 OAS RESOURCES BY CHAPTER

47

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 fi rst three 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 September 30, 2011. These stati sti cs may include CPRs already reported in previous periods.

ALL CHAPTERS

Table 1Budgetary Executi on and Human ResourcesAs of September 30, 2011

ALL CHAPTERS


BUDGET (c)EXECUTION (c)VARIANCE

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 (d) 1 1 10 4 14Professional (P) 143 147 290 60 60 120 13 28 41 3 3 1 1 2 220 236 456General Services (G) 66 100 166 3 12 15 5 23 28 2 5 7 1 1 2 77 141 218

220 251 471 63 72 135 18 51 69 6 5 11 2 2 4 309 381 690

(a) Includes accounts such as Parking Services, Rental Hall of the Americas, Building and Maintenance and Tax Equalization. Associates 30See Section III of this report for further details. Active CPRs (Natural) 424

(b) Includes preliminary balances for the Trust for the Americas, Rowe Fund Pan American and Medical Benefits Trust Fund. Interns 811,225


Other Funds(b)

57,13012,917

Voluntary Funds(FEMCIDI)

5,0672,050

Regular Fund TOTALSpecific FundsIndirect Cost

Recovery (ICR) Other Accounts(a)

304,591181,622

85,350 134,639 6,241 16,16584,502 62,121 6,224 13,807

122,96944,213848 72,517 17 2,3583,017

48

Table 2Headcount by ChapterAs of September 30, 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 9 4 46Chapter 2 Office of the Assistant Secretary General 1 60 77 15 4 157Chapter 3 Autonomous and/or Decentralized Entities 3 67 28 14 89 16 217Chapter 4 Secretariat for Legal Affairs 1 14 7 7 2 31Chapter 5 Secretariat for Multidimensional Security 1 56 9 7 41 8 122Chapter 6 Secretariat for Political Affairs 2 82 8 76 8 176Chapter 7 Secretariat for Integral Development 1 58 14 8 144 16 241Chapter 8 Secretariat for External Relations 2 26 15 20 11 74Chapter 9 Secretariat for Administration and Finance 1 77 48 23 12 161

TOTAL 1 1 14 456 218 30 424 81 1,225

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)

2%

Regular Fund28%

Specific Funds44%Other Funds

19%

OtherAccounts

5%

SpecialObserver

3%

Associate4%

Career9%

Continuing12%

Short Term40%

Long Term24%

Trust8%

Europe & Asia3%

North America23%

South America53%

CentralAmerica

11%

CARICOM10%

Secti on IIAll Programs

49

Table 3Budgetary Executi on by ChapterAs of September 30, 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 DevelopmentBUDGET (c)EXECUTION (c)VARIANCE 143 14,791 43,714765 3,017 24,989 9

185 15,072 70,88113,968 2,050 10,461 365 42 281 27,16714,733 5,067 35,450 374

14 23,8209 4,498 22 76 4,605

4,130 18,665 1,010

105 17,962

4,139 23,164 1,032 91 28,425

72 17,763 21

106 41,3043,849 18,818 674 1 23,3423,922 36,581 695

6,011(80) 1,575 6 1,501

2,608 3,361 41

5,472

2,529 4,936 47 7,512

3,909 37 (303) 1,003

26,8586,531 675 711 2,412 21,387

10,440 711 408 3,415

17,374994547 22 171

757 325 169

5,5864,998

589

1,304 347 340 18,369

1633

160

962838124

163164

(1)

826

255

305

11,88411,058

4,2983,993

16,37816,123

TOTALSpecific FundsIndirect Cost



Other Funds (b)Voluntary Funds

(FEMCIDI)Regular Fund

Conti nued on next page

50

Table 3 (conti nued...)Budgetary Executi on by ChapterAs of September 30, 2011


ALL CHAPTERS



Other Funds (b)Voluntary Funds

(FEMCIDI)Regular Fund TOTALSpecific FundsIndirect Cost


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.

4,533 1,762 81 0 6,3774,803 1,274 73 6,150(271) 488 9 0 227

10,884 844 2,978 475 15,18110,939 721 2,796 450 14,907

(56) 123 181 25 273

12,051 19,196 (189) 14,397 38,643 84,09813,030 695 100 12,417 10,224 36,466

(979) 18,500 (289) 1,980 28,419 47,632

85,350 5,067 134,639 6,241 16,165 57,130 304,59184,502 2,050 62,121 6,224 13,807 12,917 181,622

2,358 44,213 122,969848 3,017 72,517 17

51

Figure 4GS/OAS Budget by Program and Sources of Financing (in thousands of USD)As of September 30, 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.

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

90,000

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

52

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 Term18%

Trust40%

Short Term30%

Associate3%


OtherAccounts

3%Indirect CostRecovery (ICR)

3%

Regular Fund77%

Specific Funds17%

Europe & Asia3%

CentralAmerica

6%

SouthAmerica

61%

NorthAmerica

27%

CARICOM3%


CHAPTER 1 - OFFICE OF THE SECRETARY GENERAL (SG)

53

Secti on IIProgram 1 (SG)

Table 4Budgetary Executi on, Common Costs and Human ResourcesAs of September 30, 2011

Table 5Regular Fund Budgetary Executi onAs of September 30, 2011(in thousands of USD)

OriginalAppropriation

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

Transfers Jan.2011 to Sep. 2011

ModifiedAppropriation asof September 30,

2011% Of Appropriation

Transfers Obligations Expenditures

% Executed ofModified

Appropriation

UnobligatedAppropriation as ofSeptember 30, 2011

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

Chapter 1 Office of the Secretary General

1,743.9 320.3 2,064.2 18.4% 2,015.8 1,517.8 97.7% 48.4424.7 135.0 559.7 31.8% 547.5 403.2 97.8% 12.3

945.0 945.0 0.0% 937.1 700.5 99.2% 7.9593.2 (88.7) 504.5 15.0% 492.5 372.4 97.6% 12.0

224.4 224.4 0.0% 0.0% 224.4Sub Total 2,761.8 1,536.0 4,297.8 55.6% 3,992.8 2,993.8 92.9% 305.0

The Department of Legal Services (12E)

Control Account (PRG01)

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) 8 6 14 1 1 1 1 10 6 16General Services (G) 4 7 11 1 1 4 8 12

15 14 29 1 1 2 1 1 17 15 32

Associates 1Active CPRs (Natural) 9

Interns 4* Estimated amount of infrastructure and common costs allocated and pro rated by headcount. 46

589

489 4 280 773

305 124 (1)

962 163 5,5863,993 838 164 3 4,9984,298


Recovery (ICR) Other Accounts

Service and Revolving FundsVoluntary Funds

(FEMCIDI)

163

160

Other Funds

54

Table 6Specifi c Funds Budget Executi on As of September 30, 2011(in thousands of USD)

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

962 838 124

BUDGET(Opening Balance

01/01 plus Income)

EXECUTION(Expenditures and

Obligations) VARIANCE

390 410 (20)530

42386

42144

0

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

Secti on IIProgram 1 (SG)

55


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 Funds7%

Regular Fund89%


2%

OtherAccounts

2%Career

14%

Continuing16%

Long Term34%

Short Term30%

Trust6% North America

14%

CentralAmerica

16%

South America37%

CARICOM33%

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

56



Chapter 2 Office of the Assistant Secretary GeneralBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary General 1 1 1 1Senior Executive (D)Professional (P) 32 27 59 1 1 32 28 60General Services (G) 33 44 77 33 44 77

66 71 137 1 1 66 72 138

AssociatesActive CPRs (Natural) 15


Other Funds


(FEMCIDI)

340

171



18,36916,123 757 325 169 17,37416,378

22

1,304 347

994

1,670 13 956 2,638

255 547




Transfers Jan. 2011to Sep. 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 (214.7) 1,368.2 13.6% 1,360.8 996.5 99.5% 7.4

1,214.8 129.4 1,344.2 10.7% 1,339.4 993.7 99.6% 4.8

The Department of Conferences and Meetings Management (22C) 5,210.8 293.0 5,503.8 5.6% 5,170.9 4,023.7 94.0% 332.9

7,231.3 203.7 7,435.0 2.8% 7,244.1 5,413.5 97.4% 190.9

The Columbus Memorial Library (22F) 863.5 80.3 943.8 9.3% 922.8 695.7 97.8% 20.9General Assembly (22H) 168.1 1.5 169.6 0.9% 84.8 73.8 50.0% 84.8OAS Unprogrammed Meetings (22I) 86.7 86.7 0.0% 0.0% 86.7Control Account (PRG02) (473.2) (473.2) 0.0% 0.0% (473.2)

Sub Total 16,358.1 20.0 16,378.1 0.1% 16,122.9 12,196.8 98.4% 255.2

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)

57


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)

1,304 757 547

(C) = (A) (B)

86

(A) (B)

6182393

4

194

29358

1353

13439207

(316) 3 (319)6

211752

6

(Opening Balance01/01 plus Income)

(Expenditures andObligations) VARIANCE

58

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

59



Regular Fund43%

Specific Funds39%

OtherAccounts

2%Indirect Cost

Recovery (ICR)3%

Trust for theAmericas

13%


Career6%

Long Term17%

Short Term46%

Associate13%

Continuing12%

Trust6%


Europe & Asia1%

North America25%

South America61%

CentralAmerica

11%

CARICOM2%



Chapter 3 Autonomous and/or Decentralized EntitiesBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 2 1 1 2 1 3Professional (P) 12 25 37 7 17 24 3 3 2 2 1 1 22 45 67General Services (G) 1 14 15 3 6 9 1 1 3 3 4 24 28

14 40 54 10 23 33 4 4 3 3 6 1 1 28 70 98



5,472

2,308 18 1,321 3,647

826 3,909

3,41510,440 711

1,003

26,85811,058 6,531 675 711 2,412 21,38711,884


Recovery (ICR) Other AccountsVoluntary Funds

(FEMCIDI)

408

(303)37

Service and Revolving FundsTrust for the

Americas

Secti on IIProgram 3 (Autonomous)

60

Table 11Regular Fund Budget Executi on As of September 30, 2011(in thousands of USD)



Transfers Jan.2011 to Sep. 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 1,543.6 100.0%The Executive Secretariat of the Inter American Commission on Human Rights (IACHR) (32B) 4,646.7 (295.2) 4,351.5 6.4% 4,308.9 3,313.9 99.0% 42.6The Secretariat of the OAS Administrative Tribunal (TRIBAD) (32C) 53.0 53.0 0.0% 18.4 18.4 34.8% 34.6The Office of the Inspector General (32D) 976.1 (197.1) 779.0 20.2% 583.7 442.9 74.9% 195.3The 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% 1,256.0 942.0 100.0%Panamerican Development Foundation (32H) 131.8 131.8 0.0% 131.8 98.9 100.0%The Permanent Secretariat of the Inter American Committee of Women (CIM) (32I) 1,119.4 (124.3) 995.1 11.1% 920.3 701.3 92.5% 74.8Trust for the Americas (32J) 182.1 3.2 185.3 1.8% 185.3 134.6 100.0%The Secretariat of the Inter American Telecommunication Commission (CITEL) (32K) 390.9 120.6 511.5 30.8% 478.5 358.8 93.5% 33.0The Secretariat of the Inter American Committee on Ports (CIP) (32L) 189.1 (26.4) 162.7 13.9% 162.6 145.3 99.9% 0.1The Office of the Director General of the Inter American Children's Institute (INN) (32M) 999.0 (53.0) 946.0 5.3% 912.2 694.9 96.4% 33.7Control Account (PRG03) 279.0 279.0 0.0% 0.0% 279.0

Sub Total 12,177.4 (293.2) 11,884.2 2.4% 11,058.1 8,434.1 93.0% 826.2

Chapter

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

Table 12Specifi c Funds Budget Executi onAs of September 30, 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 Permanent Secretariat of the Inter American Committee of Women (CIM) (32I)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)

6,209 3,8712046

2

4851,610

2461,706

383639

174 3111,152 457

1,067

2,33826

2

(A) (B)

137

3,90910,440 6,531

Secti on IIProgram 3 (Autonomous)

61


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.



Regular Fund33.7%

Specific Funds65.7%


0.6%


Career5%

Long Term32%

Continuing36%

Short Term18%

Trust9%


CARICOM5%Central

America9%

South America68%

North America18%

Department ofInternational Law

Department ofLegal Cooperation

Secretariat for Legal Affairs(SLA)

CHAPTER 4 - SECRETARIAT FOR LEGAL AFFAIRS (SLA)

62



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)Regular Fund TOTALSpecific FundsIndirect Cost


7,5122,608 3,361 41 6,0112,529

6

4,936 47

1,501

330 3 189 521

(80) 1,575









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 56.1 540.3 11.6% 538.7 404.3 99.7% 1.6The Department of International Law (42B) 1,391.6 (15.7) 1,375.9 1.1% 1,344.5 1,065.7 97.7% 31.4The Department of Legal Cooperation (42C) 751.5 (23.4) 728.1 3.1% 725.3 541.2 99.6% 2.8The Department of Legal Services (42F) 960.0 (960.0) 100.0% 0.0%Control Account (PRG04) (115.6) (115.6) 0.0% 0.0% (115.6)

Sub Total 3,587.3 (1,058.6) 2,528.7 29.5% 2,608.4 2,011.2 103.2% (79.8)

Chapter

Secti on IIProgram 4 (SLA)

63


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

4,936 3,361 1,575

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

179664

927870

2,295 1,564 7311,1061,534


01/01 plus Income)



Secti on IIProgram 4 (SLA)

64


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

0.3%


Continuing3%Trust

8%

Associate10%

Short Term43%

Long Term32%

Career4%


Europe & Asia4%

North America30%

South America53%

CentralAmerica

8%

CARICOM5%

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)

65



Chapter 5 Secretariat for Multidimensional SecurityBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 1 1Professional (P) 12 7 19 19 12 31 2 4 6 33 23 56General Services (G) 4 4 1 1 1 3 4 1 8 9

13 11 24 19 13 32 3 7 10 35 31 66



17,962

1,298 10 743 2,050

72 17,763 21

36,581 695 41,3043,849 18,818 674 1 23,3423,922




(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 (156.5) 546.8 22.3% 534.0 423.8 97.7% 12.8The Executive Secretariat of the Inter American Drug Abuse Control Commission (CICAD) (52C) 1,772.9 2.2 1,775.1 0.1% 1,628.6 1,201.1 91.7% 146.5The Secretariat of the Inter American Committee Against Terrorism (52D) 256.8 46.9 303.7 18.3% 297.7 225.5 98.0% 6.0The Department of Public Security (52E) 1,188.6 (34.9) 1,153.7 2.9% 1,144.6 850.5 99.2% 9.1The Department of Defense and Hemispheric Security (52F) 244.2 244.2 0.0% 244.2 152.9 100.0%Control Account (PRG05) (102.0) (102.0) 0.0% 0.0% (102.0)

Sub Total 3,921.6 3,921.6 0.0% 3,849.2 2,853.8 98.2% 72.3

Chapter

Secti on IIProgram 5 (SMS)

66


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)

36,581 18,818 17,763


01/01 plus Income)



821 834 (13)19,88810,322

5,549

6,0476,1485,789

13,8414,175

(240)

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

Secti on IIProgram 5 (SMS)

67


Regular Fund15%

Specific Fund81%


4%

OtherAccounts

0.3%


Career1%Continuing

8%

Long Term10%

Short Term47%

SpecialObserver

27%

Trust7%


CARICOM1%

North America20%

South America63%

Europe & Asia11%

CentralAmerica

5%


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)

68



Chapter 6 Secretariat for Political AffairsBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 2 2 2 2Professional (P) 12 13 25 23 25 48 4 5 9 39 43 82General Services (G) 2 2 1 1 5 5 8 8

14 15 29 23 26 49 4 10 14 41 51 92



Other Funds


(FEMCIDI)

91

76



28,4254,130 18,665 1,010 14 23,8204,139

22

23,164 1,032

4,605

1,872 14 1,071 2,958

9 4,498









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 (157.3) 1,009.3 13.5% 981.7 766.4 97.3% 27.6The Department of Electoral Cooperation and Observation (62B) 1,142.3 43.5 1,185.8 3.8% 1,166.1 868.5 98.3% 19.7The Department of Sustainable Democracy and Special Missions (62C) 1,074.1 1.1 1,075.2 0.1% 1,054.4 786.9 98.1% 20.8Department of Effective Public Management (62D) 1,401.3 (459.7) 941.6 32.8% 927.7 688.1 98.5% 13.9Control Account (PRG06) (73.3) (73.3) 0.0% 0.0% (73.3)

Sub Total 4,784.3 (645.7) 4,138.6 13.5% 4,129.8 3,109.9 99.8% 8.8

Chapter

Secti on IIProgram 6 (SPA)

69


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)

23,164 18,665 4,498

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

1,0661,6191,827

4,3937,3745,853

1,031 1,045 (14)5,4598,9937,680


01/01 plus Income)



Secti on IIProgram 6 (SPA)

70


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 Fund21%

VoluntaryFunds

(FEMCIDI)7%

Leo S. RoweFund21%

Specific Fund50%


0.5%


Trust7%

Career12%

Continuing16%

Short Term29%

Long Term26%

Associate10%


Europe & Asia2%

North America33%

South America46%

CentralAmerica

10%

CARICOM9%

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)

71



Chapter 7 Secretariat for Integral DevelopmentBUDGET (a)EXECUTION (a)VARIANCE

COMMON COSTS (b)


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 1 1Professional (P) 19 26 45 6 4 10 1 1 2 1 1 26 32 58General Services (G) 2 6 8 4 4 1 1 2 3 11 14

21 33 54 6 4 10 1 5 6 1 2 3 29 44 73


(a) Budget corresponds to 2010 Cycle (May 1, 2010 thru December 31, 2011) and execution from January 1, 2011 to September 30, 2011. Interns 16(b) Estimated amount of infrastructure and common costs allocated and pro rated by headcount. 241

43,714

2,563 20 1,467 4,050

765 24,989 9

15,07235,450 374

14,791

70,88113,968 2,050 10,461 365 42 281 27,16714,733 5,067


Recovery (ICR) Other AccountsVoluntary Funds

(FEMCIDI)

185

1433,017

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 (210.7) 1,282.3 14.1% 1,130.2 857.2 88.1% 152.1The Department of Economic Development, Trade, and Tourism (72C) 2,400.1 99.6 2,499.7 4.1% 2,406.4 1,886.0 96.3% 93.3The Department of Sustainable Development (72D) 1,459.1 93.3 1,552.4 6.4% 1,542.1 1,179.4 99.3% 10.3The Department of Social Development and Employment (72E) 1,032.7 182.3 1,215.0 17.6% 1,200.2 911.8 98.8% 14.8The Department of Human Development, Education, and Culture (72G) 7,905.3 106.9 8,012.2 1.4% 7,646.8 5,641.4 95.4% 365.4CIDI Mtgs., Ministerial & IA Committees Meetings (72H) 151.0 150.9 0.0% 42.2 17.2 28.0% 108.7Control Account (PRG07) 20.5 20.5 0.0% 0.0% 20.5

Sub Total 14,441.2 291.8 14,733.0 2.0% 13,967.8 10,493.1 94.8% 765.2

Chapter

Secti on IIProgram 7 (SEDI)

72


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)

35,450 10,461 24,989


01/01 plus Income)



14,941 1,144 13,7986,6979,5252,2811,676

330

1,4995,6311,280

85948

5,1983,8931,001

818

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

282

Secti on IIProgram 7 (SEDI)

73


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.




North America23%

South America68%

CentralAmerica

7%

Europe & Asia2%

Secretariat for External Relations(SER)

Department of StrategicCommunication and Image

Department ofInternational Affairs

Museum Art of TheAmericas

Press Department


Specific Funds28%

Regular Fund71%


1%

Trust12%

Long Term16%

Short Term46%

Career14%

Continuing12%

CHAPTER 8 - SECRETARIAT FOR EXTERNAL RELATIONS (SER)

74



Chapter 8 Secretariat for External RelationsBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 2 1 1 2Professional (P) 10 14 24 2 2 12 14 26General Services (G) 6 5 11 2 2 1 1 2 7 8 15

17 20 37 2 2 4 1 1 2 20 23 43



Other Funds


(FEMCIDI)

0

0



6,3774,803 1,274 73 6,1504,533

9

1,762 81

227

787 6 450 1,244

(271) 488









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 73.2 579.9 14.4% 579.8 441.9 100.0% 0.1The Department of Strategic Communication and Image (82B) 1,274.6 383.8 1,658.4 30.1% 1,603.3 1,211.4 96.7% 55.1The Department of International Affairs (82C) 780.8 120.8 901.6 15.5% 870.0 652.5 96.5% 31.6Department of Cultural Affairs (82D) 790.2 (790.2) 100.0% 0.0%The Art Museum of the Americas (82D) 767.7 767.7 0.0% 762.1 572.5 99.3% 5.5The Press Department (82F) 980.9 14.3 995.2 1.5% 988.2 758.4 99.3% 7.0Control Account (PRG08) (370.1) (370.1) 0.0% 0.0% (370.1)

Sub Total 4,333.2 199.4 4,532.6 4.6% 4,803.5 3,636.7 106.0% (270.9)

Chapter

Secti on IIProgram 8 (SER)

75


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)

1,762 1,274 488

(C) = (A) (B)

3

(A) (B)

(7)352

6

205335277

6366

528 394 134197687283


01/01 plus Income)



Secti on IIProgram 8 (SER)

76


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.



20% Regular Fund71%

Specific Funds6%

OtherAccounts

3%


Career11%

Continuing13%

Short Term41%

Long Term29%

Trust6%


Europe & Asia1%

North America23%

South America56%

CentralAmerica

14%

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)

77



Chapter 9 Secretariat for Administration and FinanceBUDGETEXECUTIONVARIANCE

COMMON COSTS *


Secretary GeneralAssistant Secretary GeneralSenior Executive (D) 1 1 1 1Professional (P) 29 27 56 1 1 5 14 19 1 1 35 42 77General Services (G) 19 13 32 3 9 12 2 2 4 24 24 48

49 40 89 1 1 8 23 31 3 2 5 60 66 126



273

1,713 13 980 2,706

(56) 123 181

844 2,978 15,18110,939 721 2,796 450 14,90710,884




(FEMCIDI)

475

25

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 58.8 365.9 19.1% 361.4 255.2 98.8% 4.5The Department of Human Resources (92B) 1,919.5 (83.4) 1,836.1 4.3% 1,819.1 1,360.4 99.1% 17.0The Department of Financial and Administrative Management Services (92C) 2,933.0 78.6 3,011.6 2.7% 2,965.2 2,214.7 98.5% 46.4The Department of Information and Technology Services (92D) 2,353.8 (49.6) 2,304.2 2.1% 2,274.9 1,752.0 98.7% 29.4The Office of Procurement Services (92E) 926.6 100.6 1,027.2 10.9% 1,022.6 785.4 99.6% 4.6The Office of General Services (92F) 1,689.0 126.4 1,815.4 7.5% 1,811.9 1,411.1 99.8% 3.5The Department of Planning and Evaluation (92G) 793.5 (107.5) 686.0 13.5% 684.4 512.4 99.8% 1.6Control Account (PRG09) (162.6) (162.6) 0.0% 0.0% (162.6)

Sub Total 10,922.5 (38.7) 10,883.8 0.4% 10,939.4 8,291.2 100.5% (55.6)

Chapter

Secti on IIProgram 9 (SAF)

78


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)

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

74

54(5)(0)

98227

90306380

152223

90


01/01 plus Income)



844 721 123

Secti on IIProgram 9 (SAF)

79

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

80

Table 31Budgetary Executi onAs of September 30, 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

150

6,128

64

6,128

150

150150

3,010

3,010 3,010

12,051 100 10,499

64

6,417 (289)

8,816

226 226

3,010

8,816


Recovery (ICR) Other AccountsMedical Benefits

Trust Fund

9,432616 616

9,432

28154 0 55

281 0

6,417 (289)

6464

22,65013,030 100 7,456 20,586

(979) 3,043

3,8984,9603,898

4,960(1,062) (1,062)



2,064

28 2825 25

33

Secti on IIOther Acti viti es

81

Table 31 (conti nued...)Budgetary Executi on As of September 30, 2011(in thousands of USD)

(in thousands of USD) Regular Fund TOTALSpecific FundsIndirect Cost

Recovery (ICR) Other AccountsMedical Benefits

Trust Fund



OAS Medical Benefits Trust FundBUDGETEXECUTIONVARIANCE

Reconciliation / Write OffBUDGETEXECUTIONVARIANCE

TOTAL OTHER ACTIVITIESBUDGETEXECUTIONVARIANCE 47,632

84,09836,466

(979) 18,500 (289) 1,98013,030 695 100 12,41712,051 19,196 (189) 14,397

(186)(186)

(186)(186)

38,64310,22428,419

10,22438,643 38,643

10,22428,419 28,419


82

Table 32Regular Fund Budget Executi on As of September 30, 2011(in thousands of USD)

Original

AppropriationAG/RES. 1

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

to Sep. 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% 349.8 306.5 81.0% 81.9Office Equipment and Supplies (102B) 29.5 29.5 0.0% 26.9 24.6 91.0% 2.6OASES System (102C) 453.6 453.6 0.0% 351.2 213.2 77.4% 102.4Building Management and Maintenance (102D) 5,530.9 5,530.9 0.0% 5,310.2 5,271.2 96.0% 220.7General Insurance (102E) 396.1 396.1 0.0% 310.8 310.8 78.5% 85.3Post Audits (102F) 31.8 31.8 0.0% 31.6 31.6 99.4% 0.2Recruitment and Transfers (102G) 56.0 76.0 132.0 135.7% 128.1 107.2 97.1% 3.9Terminations and Repatriations (102H) 1,196.1 1,196.1 0.0% 2,688.1 1,331.4 224.7% (1,492.0)Home Leave (102I) 207.3 58.0 265.3 28.0% 248.0 198.8 93.5% 17.3Education and Language Allowance, Medical Examinations (102J) 67.4 64.9 132.3 96.2% 97.6 75.1 73.8% 34.6Pension for Retired Executives and Health and Life Insurance for Retired Employees (102K) 3,405.7 3,405.7 0.0% 3,315.6 2,483.6 97.4% 90.1Human Resources Development (102L) 277.9 (11.0) 266.9 4.0% 161.9 76.9 60.6% 105.0Contribution 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%Control Account (PRG10) (230.7) (230.7) 0.0% 0.0% (230.7)

Sub Total 12,062.4 (11.0) 12,051.4 0.1% 13,029.9 10,441.1 108.1% (978.5)

Chapter


83

SECTION III

FINANCIAL STATEMENTS AND REPORTS ‐ LINKS

84

Click on the following links for direct access to the Financial Statements and Reports as of September 30, 2011: 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. 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

85

http://www.oas.org/saf/inf_trimsep2011/en/Comb_Statements_SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/Execution_SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/Quotas_SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/Compliance_SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/Liquidity_SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/SpecFunds(byChap)_SPA.pdf

http://www.oas.org/saf/inf_trimsep2011/en/RES831_SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/ICR_ Detail_ SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/SerFunds_SPA.pdf

http://www.oas.org/saf/inf_trimsep2011/en/Contributions.pdf

http://www.oas.org/saf/inf_trimsep2011/en/Activities_SEP-11.pdf

http://www.oas.org/saf/inf_trimsep2011/en/PEC_3QR11_SP.pdf