1st Quarterly Resource Management and Performance Report

Transcription

1 1st Quarterly Resource Management and Performance Report An overview of programmatic results and resources of the funds administered by the OAS General Secretariat, as well as a status report on other administrative and management activities

2 This report is presented in compliance with AG/RES. 1 (XLV E/13), Program-Budget Resolution. Prepared by the General Secretariat of the Organization of American States (GS/OAS) Secretariat for Administration and Finance 1889 F Street, N.W., Washington, D.C , USA Original: English

3 Contents Introduction... 4 Highlights from this Quarter... 5 Main Programmatic Results by Chapter... 7 Budget Execution and Variances Information on Quotas Liquidity Risk Assessment Disbursements by Location Contributions to OAS Funds Economic Indicators and Investments Section III: Detailed Financial Information by Chapter Regular Fund Fund for Indirect Cost Recovery (ICR) Specific Funds, Voluntary Funds and Trust Funds Service and Revolving Funds Section IV: Programmatic Results By Subprogram Section I: Human Resources Human Resources Actions by Fund Geographic Representation Gender and Grade Distribution Call for Resume and Selection Competitions Active Individual CPRs by Source of Financing Section II: Administration and Management Administrative Efficiencies Recommendations from the Board of External Auditors External Evaluations and Audits Requested by Donors Travel Information and Control Measures Rental Hall of the Americas Information on Conferences and Meetings Administrative Tribunal Reform Process Optimization of the use of current OAS Information Technology Section V: Statutory GS/OAS Financial Reports Regular Fund, Specific Funds, ICR and Service Funds Section VI: Other GS/OAS Reports Activities with Permanent Observers Strategy for Resource Mobilization with Permanent Observers Projects Outside Headquarters Projects Submitted to the Project Evaluation Committee Integrated Real Property Strategy Section VII: Reports of Agencies and Entities Related to the OAS Inter-American Defense Board Pan American Development Foundation Retirement and Pension Fund Inter-American Court of Human Rights... 93

4 Introduction Highlights from this Quarter Main Programmatic Results by Chapter Budget Execution and Variances Information on Quotas Liquidity Risk Assessment Disbursements by Location Contributions to OAS Funds Economic Indicators and Investments Introduction ~ 4 ~

5 Highlights from this Quarter Programmatic Results Democracy and Governance. The Program for Training Legal Facilitators established service in El Salvador and Costa Rica, reaching 8 countries (Argentina, El Salvador, Costa Rica, Guatemala, Honduras, Nicaragua, Panama, and Paraguay). The implementation of the Hospital registration methodology in El Salvador, which has 13 civil registry offices at hospitals, came to a close. Also, implementation of the methodology began in Honduras and Paraguay. Three electoral observation missions were deployed: in Costa Rica, El Salvador, and Colombia. Human Rights. The 150th session of the Commission was held from March 20 to April 4, featuring 55 public hearings and 30 working meetings. Reports on cases and individual petitions were approved and progress was made with the friendly settlement process. Multidimensional Security. Three cyber security training workshops were carried out: Argentina, Paraguay and Costa Rica. Workshops have been provided on biosecurity, criminal and epidemiological investigations, and emergency management, to government officials in Panama. A simulation exercise has been conducted in the Bahamas to gauge the effectiveness of their existing bioterrorism response framework. Integral Development. A total of 76 scholarships were awarded for academic cycle and 9 PAEC scholarships were awarded in the 1st quarter of. A workshop on transfer and commercialization of technologies was held in Guatemala. Financial Overview Budget Execution - Year-to-date execution for Regular, Specific and ICR funds reached 19.6% of the USD 167 million Approved Budget. Projections indicate that both the Regular Fund and the Fund for Indirect Cost Recovery (ICR) will reach near 100% execution by year-end. Specific Fund expenditures are almost 13% lower than the same period last year. Quotas - 9 of 34 member states are current and/or considered current. 37% of current and prior year quotas has been collected. Regular Fund Liquidity - The Regular Fund began the year with a USD 8.4 million cash balance. As of March 31, that balance increased to USD 11.2 million. However, projections of inflows and outflows point to cash shortages of USD 6.5 million by the end of November. Donor contributions to Specific Funds reached USD 12.7 million, 25.6% lower than the same period last year (USD 17.1 million). Member states and permanent observers decreased their contributions by 18.9% and 59.9%, respectively, compared to the same period last year. Other institutions and donors have also decreased their contributions by 27.5%. Multidimensional security is the programmatic pillar with the largest decrease in contributions compared to the same period last year. It is too early to tell, but the overall decrease in contributions may only reflect a timing issue in donor programming. Introduction ~ 5 ~

6 Highlights from this Quarter Human Resources 5 new hires and 21 separations in the Regular fund during the 1st quarter of. 8 posts in the Regular fund announced in the 1st quarter for competition under Art. 44 of the General Standards. 4 posts in the Regular fund announced in the 1st quarter for competitive recruitment under Call for Resumes process. 17 new hires (8 Staff, 9 Associates) and 22 separations from service (9 Staff, 13 Associates) in the Specific and ICR funds during the 1st quarter of. 1 posts in the ICR funds announced in the 1st quarter for competition under Art. 44 of the General Standards. 5 posts in the Specific funds announced in the 1st quarter for competitive recruitment under Call for Resume process. Compliance Oversight Auditor s opinion - External audit firm, Ernst & Young, LLC issued unqualified or clean opinions on all OAS financial statements for the year This is the highest rating that may be received from an external auditor. Status of external audits requested by donors. Based on agreements signed with Specific Fund donors, one financial audit ( clean opinion ) was performed on OAS/MAPP Basket Fund so far this year. Two more audits are programmed to start in the second quarter of this year and, potentially, up to ten additional audits may be requested by donors during. Introduction ~ 6 ~

7 Main Programmatic Results by Chapter [] 01- Secretary General (Summits Secretariat, Office of Protocol, & Department of Legal Services) Expected outcome Cost in relation with the Operating Goal mandates US$K Results Achieved 01 The member states Coordination of follow-up Work continued on updating the matrix with information have technical, administrative, actions on mandates re regarding the JSWG's initiatives with respect to imple and logistical sulting from Summit menting the mandates of the Sixth Summit. Work began support in the Summits meetings on the preparation of a publication regarding implementation of the Americas, together of Sixth Summit mandates to be submitted to the with information SIRG meeting to be held in connection with the General on the implementation Assembly. of its mandates 02 The institutions of the inter-american system have legal recommendations to back up their management 03 The organization has an effective mechanism for solving disputes that promotes a stable work environment 04 The political bodies have technical, administrative, and logistical support. Legal advisory services rendered to the GS dependencies, specialized organizations, political organs and other entities associated with OAS (in writing and by telephone) Representation in (judicial and extrajudicial) disputes, including negotiation of conciliatory agreements and special investigations Administrative management of the Office of Protocol The lawyers responded to around 200 queries made by working groups of specialized agencies, political organs, and areas of the General Secretariat, as well as from entities connected with the OAS. (25% in the first quarter) The lawyers have advised other areas and filed a lawsuit with TRIBAD regarding termination of continuing contracts from December 2012 while preparations were being made to represent the Secretary General in that case before the TRIBAD; the lawyers had advised other areas on investigations and claims of harassment % (25% in the first quarter) -Directory of Missions on the webpage has been kept current by updating information as soon as it s received -Contact lists have been kept current -There has been an improvement in organizing special events in the Main Building increasing the number of events held Expected results at the end of the year The idea is to continue helping States and institutions use the Summits of the Americas Follow-Up System (SISCA) and with the presentation of their national reports. Care will also be taken to continue updating the matrix of the Sixth Summit initiatives. The lawyers will continue to reply to queries from working groups of specialized agencies, political organs, and areas of the General Secretariat, as well as from entities connected with the OAS (100% expected by year end) Los abogados continuarán representando al SG ante el TRIBAD y en general, brindando asesoría respecto de quejas presentadas por los funcionarios y ex-funcionarios (100% expected by year end) Continue to keep all information in the Directory of Missions and contact lists updated -Increase the number of special events held in the Main Building Introduction ~ 7 ~

8 Expected outcome in relation with the Operating Goal mandates 05 The political bodies Events organized for the have technical, administrative, GS and the diplomatic and logistical community support. Cost US$K % Results Achieved -Successfully coordinated numerous signing, accreditation, and other ceremonies -Organized the successful visit of the Secretary General of the United Nations -Coordinated 3 inaugural events held at the Main Building -Organized the successful visit of US Secretary of State John F. Kerry Organized successfully in 2 days the visit of the President of Colombia Expected results at the end of the year -Coordinate future visits by Heads of Government and other high level government authorities -Organize events to be held during the General Assembly in Paraguay 02- Assistant Secretary General (Office of the Secretariat of the General Assembly, Columbus Memorial Library) Expected outcome in relation with the mandates 01 The Organization and its offices and agencies have opportunities to cooperate with other international agencies. Operating Goal Institutional relations with international and regional organizations and those of the inter- American system, coordinated Cost US$K Results Achieved In order to coordinate cooperation and institutional relations, the Office of the Assistant Secretary General participated very actively in a number of activities and events with other international bodies such as the European Union, United Nations, OAS member states, and with observer countries. Expected results at the end of the year Actively maintain relationships and participate in activities and events of the various international systems, fostering cooperation and international relations. 02 The Secretary General has information and specialized advice on the different areas for which he is responsible Working groups for OAS activities and projects, coordinated Using information and expert advice it gets regarding the various areas under its responsibility, the Office of the Assistant Secretary General pursued a number of activities with the private sector, Central America and the Caribbean, and the Group of Friends of Haiti. Continue to participate in and organize activities with the private sector, Central America and the Caribbean, and the Group of Friends of Haiti. Introduction ~ 8 ~

9 Expected outcome in relation with the mandates Operating Goal Cost US$K Results Achieved Expected results at the end of the year 03 The Hemisphere s citizens have access to the artistic and bibliographic heritage safeguarded by the OAS, while the member states have access to proposals for policies and strategies for the preservation of cultural heritage. Library reference consulting services provided to the general public Over 2,500 requests for information were received and responded to by Reference Area. 10,000 requests for information will be received and responded to by Reference Area. 04 Administrative and substantive support coordinated for holding the General Assembly, the Meeting of Consultation, the Permanent Council, and subsidiary organs The General Assemblies have technical, administrative, and logistical Technical assistance 05 support services provided to the authorities of the General Assembly, the Meeting of Consultation, the Permanent Council, and subsidiary organs As a result of implementing the Strategic Plan, substantive and administrative support and coordination services for the General Assembly, the Meeting of Consultation, the Permanent Council, and subsidiary bodies were delivered to satisfaction, to meet the targets proposed for this period Applying the Strategic Plan to the process of technical and substantive advice to the officers of the General Assembly, the Meeting of Consultation, the Permanent Council, and subsidiary bodies has had a significant role in delivering positive results, in terms of the technical and substantive advice provided. Continue to provide substantive and administrative support services pursuant to the Strategic Plan. With the implementation of the Strategic Plan, continue the process of technical and substantive advice to the officers of the various policy-making bodies. Chapter 3-Principal and Specialized Organs: Principal and Specialized Organs results can be found in the annex containing results at the subprogram level Introduction ~ 9 ~

10 05 - Secretariat for Legal Affairs Expected outcome in relation with the mandates 01 Citizens of Nicaragua, Panama, and Paraguay find it easier to access justice administration institutions Operating Goal Program for Training Legal Facilitators, supervised Cost US$K Results Achieved 6, Service established in El Salvador and Costa Rica, reaching 8 countries (Argentina, El Salvador, Costa Rica, Guatemala, Honduras, Nicaragua, Panama, and Paraguay). Expected results at the end of the year Planned training sessions for judges and facilitators are expected to be increased and conducted on-site and online. Service will be established in 2 additional countries, possibly Belize and Dominican Republic and/or Peru or another Latin American or Caribbean country. 02 The Committee of Experts and Conference of States Parties to the ME SICIC can rely on technical, administrative, and logistical support for their meetings Technical and administrative secretariat services provided to the Committee of Experts of MESICIC Conclusion of the process of review of the States Parties making up the second group of the Fourth Round, as provided for in the schedule adopted by the Committee for that Round. -Start of the process of review of the states parties making up the fifth group, as provided for in the schedule adopted by the Committee for conducting that round. - Continued consideration of the topic of collective interest on "private sector responsibility in preventing and combating corruption," in keeping with the Methodology adopted by the Committee for the consideration of this topic of collective interest. - Fourth Round process of review of states in the fourth and fifth groups is completed, including their corresponding onsite visits, as provided for in the schedule adopted by the Committee for conducting that round. - Fourth Round process of review of states in the fourth group started, under the terms established in the calendar adopted by the Committee for conducting that round. 03 REMJA has technical, administrative, and logistical support for its meetings. Follow-up on and implementation of the recommendations of REMJA VII, VIII and IX th Meeting of the REMJA Working Group on Cyber Crime held on February 27 and 28,, as provided for in the Washington Document, the Conclusions and Recommendations of REMJA IX, and Resolution AG/RES (XLII-O/13) of the OAS General Assembly. Continue consolidating the REMJA process as a policy and technical forum for hemispheric cooperation in justice and legal cooperation. Introduction ~ 10 ~

11 Expected outcome in relation with the mandates Operating Goal Cost US$K Results Achieved 03 - Preparations started for the 6th Meeting of the Working Group on Legal Cooperation on Criminal Matters (Brasilia, May 15-16) and the Technical Meeting on Access to Justice, in keeping with the conclusions and recommendations of REMJA IX. - Progress made on the new platform for the Hemispheric Legal Cooperation Network in Criminal Matters. - Preparations started for regional training workshops for judges and magistrates in investigating and prosecuting cybercrime. Expected results at the end of the year Proposed Additional Protocol to the Nassau Convention, on the Use of New Communication Technologies and Hearings by Videoconference; Additional Protocol to the Nassau Convention, on Joint Investigation Teams; and Inter-American Instrument on Extradition - drafted and considered by the Working Group on Legal Cooperation in Criminal Matters. - New platform for the Hemispheric Legal Cooperation Network in Criminal Matters, online and available to users. Concrete recommendations to strengthen hemispheric cooperation and improve the quality of public policies on access to justice, adopted. -New Internet portal developed to facilitate access to information on developments in access to justice. - Judges and magistrates trained in investigation and prosecution of cybercrime. 04 Possibility of access to public services and use of rights for registered citizens, together with proposals for policies, procedures, and technologies for electoral and registry matters available to the Member States. Project implemented to reinforce the capacity of Member States to enforce awards issued by arbitration mechanisms for the settlement of trade and investment disputes In first quarter, a training workshop was held in Montevideo, Uruguay, which was attended by senior judicial officials from that country and from Argentina, Brazil, Paraguay, and Venezuela. Two more workshops will be held one possibly in the Caribbean and the relevant publications produced. Introduction ~ 11 ~

12 Expected outcome in relation with the mandates Operating Goal 05 Project to support member states with their Possibility of access to public services and use capacity to implement of rights for registered reforms to their secured citizens, together with transactions systems, proposals for policies, including the promotion procedures, and technologies for electoral and of access to credit, based on the OAS Model registry matters available Law, is executed to the Member States. Cost US$K Results Achieved Although no training workshops were held in first quarter, formal undertakings were secured from three countries to hold one in each. It is hoped, as a result, to strengthen the capacity of public officials involved in this area to implement laws and policies on secured transactions in the future. Expected results at the end of the year Two workshops will be held possibly in El Salvador and Jamaica and the relevant publications produced Secretariat for Multidimensional Security Expected outcome in relation with the Operating Goal mandates 01 The Member States Technical assistance have proposals for policies, and training given in strategies, rules, cyber-security institutional designs, procedures, and technologies for fighting terrorism, while their officials improve their knowledge on matters related to the topic. Cost US$K Results Achieved 1, CICTE organized a technical mission in Colombia, and provides cyber security recommendations CICTE carries out two large-scale awareness raising and coordination workshops with NGO USUARIA in Argentina and Paraguay, reaching over 1000 key stakeholders and improving coordination in host governments CICTE carries out a Sub-Regional Cyber Security Training Workshop in Costa Rica Expected results at the end of the year - 2 more countries draft national strategies and/or action plans for national cyber security strategies - 2 countries host ICS workshops, strengthening security plans and procedures for industrial control systems as well as technical abilities in securing critical infrastructure - Hundreds of technicians are trained in emerging cyber security techniques and learn about current threats - Member States will participate in at least two (2) Sub-Regional workshops, strengthening coordination and collaboration and promoting best practices. Introduction ~ 12 ~

13 Expected outcome in relation with the mandates Operating Goal Cost US$K Results Achieved Expected results at the end of the year 01-2 more countries establish national incident response capabilities 02 Member states improve their knowledge on the administration and exchange of information related to terrorist threats. Technical assistance given for preparedness and response to emerging threats CICTE and its international partners have provided a series of workshops highlighting best practices in biosecurity, criminal and epidemiological investigations, and emergency management, to over 40 government officials in Panama. Panamanian officials have gained a better understanding of bioterrorism threats. Panama will continue, or has finalized, the drafting process of it National Bioterrorism Response Plan. Execute similar Technical Assistance Missions in two Member States in the region (Bahamas and Colombia). As a result of this activity, Panama officials have initiated the drafting process of their National Bioterrorism Response Plan. Bahamas and Colombia begin drafting a Bioterrorism National Response Plan. A simulation exercise has been conducted in the Bahamas to gauge the effectiveness of their existing bioterrorism response framework and identify gaps in said response. Through the knowledge and experience gained, the Member States will support the creation of a biosecurity permanent capacity in the region. Note: The Executive Office of SMS, Secretariat of CICAD and the Department of Public Security did not provide any information for the 1 st Quarter report of. The results shown in this chapter pertain to the Secretariat of CICTE only. Introduction ~ 13 ~

14 07 - Secretariat for Political Affairs Expected outcome Operating in relation with Goal the mandates 01 The Secretary General has information and specialized advice on the different areas for which he is responsible. Institutional leadership of the Secretariat for Political Affairs Cost US$K Results Achieved During the first quarter of 2013, SPA briefed and advised the Secretary General on regional political developments through a variety of means. During this period, the following requests for information from the Office of the Secretary General dealt with: input for the visit of the Foreign Ministers of Belize and Guatemala (January ); briefings and proposal for cooperation during the inauguration of the new Honduran President (January ) ; SPA contribution for the Annual Report of the GS/OAS (January ); and briefings and information on key SPA projects for the visit by the President of Haiti (February ) SAP; among others. Expected results at the end of the year Constant communication between the Secretary for Political Affairs and the Office of the Secretary General through, among other resources, oral briefings, research papers on issues related to political developments, and other specific requests from the Office of the Secretary General. Organization of at least two public events to debate and discuss key issues related to the regional political situation. 02 Political dialogue between the involved parties strengthened Strategic Plan of MAPP/ OAS, implemented and followed up 4, The XIX report is being reviewed by headquarters and is expected to be submitted by the end of June. Operating Plan: Objectives A (Transitional Justice) and B (Disarmament, Demobilization, and Reintegration)-1424 are within the set times and objectives. Regarding security monitoring, 4 working documents were already done on security context: Tumaco, Bajo Cauca, Catatumbo, and Urabá. Submission of XIX MAPP Report to the Permanent Council. Completion of the MAPP Operational Plan. To continue reporting on security conditions and verification of land and justice and peace. 03 Conditions of trust and security between Belize and Guatemala improve. Actions promoted to create confidence and security between Belize and Guatemala A roadmap was developed to define action conducive to rescheduling popular consultations and the Joint Commission was established to strengthen bilateral relations. The first meeting of the Binational Commission was held. Collaborated in drafting the Joint Declaration of the President of Guatemala and the Prime Minister of Belize on the security situation in the AZ. A meeting of operational commanders of the Guatemalan Army and the Belize Defence Force was organized. The culture of peace program for the Adjacency Zone was inaugurated. A children's book on environmental care in the Adjacency Zone was published. The Belize-Guatemala project will seek to build confidence between the two countries with a view to channeling the process back to the International Court of Justice. The OAS Office in the Adjacency Zone will continue verifying incidents occurring in the Adjacency Zone; monitoring of security conditions; and sensitizing communities about existing confidence-building measures. Introduction ~ 14 ~

15 Expected outcome in relation with the mandates Operating Goal Cost US$K Results Achieved 03 Index cards with confidence-building measures were developed in simple language and distributed in communities of the AZ. OAS Office in the AZ received the U.S. State Department's Undersecretary of State for Central America and the Caribbean, as well as the European Union Director for Central America. More than 15 incident verification actions were pursued in AZ. More than 20 meetings were held at the AZ Office, with mayors, environment NGOs, immigration officers, firefighters, and police officers, to coordinate joint efforts and strengthen relations between and among counterparts. A rural development program was executed in the community of Monte de los Olivos. The deputy foreign ministers of Belize and Guatemala were accompanied on a ground tour of communities in the AZ. The online library on the Belize-Guatemala differendum was completed. Expected results at the end of the year 04 Possibility of access to public services and use of rights for registered citizens, together with proposals for policies, procedures, and technologies for electoral and registry matters available to the Member States. Hospital registration methodology, drafted, disseminated and implemented in at least three countries The methodology was prepared and published in During the first quarter of, the methodology was publicized on the CLARCIEV web page. During the first quarter, the implementation of the methodology in El Salvador, which has 13 civil registry offices at hospitals, also came to a close. During this quarter, implementation of the methodology began in Honduras and Paraguay. In Honduras the two hospitals where offices are to be installed were selected (in Tegucigalpa and San Pedro Sula), and work began on preparing the facilities and selecting the personnel for them to operate. In Paraguay, REC staff at the San Pablo Hospital in Asunción received training, and that office was made operational. By the end of, the goal of implementing the methodology in 3 countries will have been met. It is expected that there will be 13 hospital registration offices operating in El Salvador, 7 offices in Honduras, and 5 in Paraguay. Introduction ~ 15 ~

16 Expected outcome in relation with the mandates 05 The Member States have information on the quality of electoral processes, together with recommendations for improving them. Operating Goal Electoral observation missions carried out in Member States of the hemisphere inviting the OAS Cost US$K Results Achieved 4, Three electoral observation missions deployed: in Costa Rica, El Salvador, and Colombia One delegation of accompaniment deployed in Ecuador Expected results at the end of the year Carry out at least two more electoral observation missions in the Hemisphere 08 Executive Secretariat for Integral Development 01 Expected outcome in relation with the mandates The CIDI and its Working Groups have technical, administrative, and logistical support for their meetings and other activities Operating Goal Secretariat of the Inter- American Council for Integral Development, its Working Groups and other subsidiary bodies Cost US$K Results Achieved Celebration of 4 CIDI Regular meetings with presentations of experts and high-level officials on development topics, including: Human Rights to Safe Drinking Water by the Minister of Environment and Water of Bolivia, José Zamora Gutierrez and Innovation in education and teacher training by H.E. Marisol Espinoza, Vice President of the Republic of Peru; H.E. Bhoendradatt Tewarie, Minister of Planning and Sustainable Development of Trinidad and Tobago; and Dr. Fred Mednick, founder of the organization Teachers without Borders. 2. Management Board of the IACD: 3 meetings were held and a Member of the Board Management Board of the IACD was elected. The outcome of the meetings includes the approval of additional programming for FEM CIDI in the Culture and Tourism sectors. 3. Technical support and document management services were provided to CIDI Committees and Working Groups during the preparation and celebration of their regular and informal meetings in preparation of the draft resolutions for the General Assembly in June Expected results at the end of the year 1. Continue to Increase the participation of the member states, including at the level of Permanent Representative, and inclusion of experts and high level officials on development topics and presentations to regular CIDI meetings 2. Provide ongoing technical support to member states as they define the priorities in the area of development for the Organization. 3. Continue to provide regular reporting to the political organs Introduction ~ 16 ~

17 Expected outcome in relation with the mandates The Member States have proposals for policies, rules, institutional designs, procedures, and technical instruments in the areas of biodiversity, sustainable land, and water resources. Operating Goal Water Resource Management Program, implemented Cost US$K Results Achieved 12, a.1: Implementation of Resolution AG/RES (XLIII- O/13) on Promoting IWRM: Preparation of activities (training courses for Member States) on "Water Diplomacy with UNITAR and other partners. CIDI session, January 28, dedicated to Water Resources ( Building political process in IWRM at OAS ). Celebration of water day co-organizing with WWF and Central American Commission on Environment and Development from SICA the International workshop on the UN Convention on international water courses: management opportunities for Central America, Guatemala City. a.2: Process toward the VII World Water Forum (WWF- Korea 2015): Expected results at the end of the year Serve as a hemispheric forum to promote dialogue and coordinate progress in the area of Integrated Water Resources Management (IWRM). b. Support the exchange of information relating to Water Governance and IWRM, and facilitate the exchange of experiences among countries, institutions, and organizations. c. Act as a partner in cooperation among stakeholders involved in IWRM in those areas in which the OAS General Secretariat has a comparative advantage: 02 Meetings held with World Water Forum authorities and presentation to Member States during CIDI Session, 28 January. Support provided to the thematic and regional process of the WWF, coordination with World Wildlife Fund, and other regional partners. Reporting completed on the thematic debate of the UN General Assembly on Water, Sanitation and Sustainable Energy in the post 2015 development agenda, February Cross cutting with Governance and policy Section. Introduction ~ 17 ~

18 Expected outcome in relation with the mandates Operating Goal Cost US$K Results Achieved a.3: Contributions to climate change DDS-SEDI program: Expected results at the end of the year Contributions made to the V Assessment Report on Climate Change impacts, adaptation and vulnerability of UN-IPCC; Japan, March : Lead author of the chapter on Emergent risks and reasons for concern of climate change. Contributions made to the Conference of Parties on Climate Change in Peru, November : Preparation of side events and round table. Cross cutting activity with Governance and policies section and IICA, as well as Peru and France. 02 b.1: Experiences with partner institutions in the Americas and Member States: IICA on water and food security in the Americas : Preparation of OAS-SEDI-DSD-IICA water agenda for including activities in Peru, Costa Rica and Honduras. UNESCO on Transboundary Waters in the Americas : Contribution to the UNESCO (TWAP-ISARM) Program on Transboundary Water Assessment. Contributions to IGRAC Transboundary water database. IUCN: Partnership for case study on Peace and democracy through IWRM in the border Uruguay and Brazil. Under development with Cuenca del Plata Project (CIC- OAS). International Water Association (IWA and IUCN): Contributions to the Water and Energy Nexus Program. Organization of the "Global conference on Water- Energy and Food in China ". Exchanging experiences on water-mining and energy agenda: World bank, Canadian Institute on Metallurgy and Petroleum, Stockholm International Water Institute ( SIWI ). Introduction ~ 18 ~

19 Expected outcome in relation with the mandates Operating Goal Cost US$K Results Achieved c.1: Implementation of the projects: Expected results at the end of the year Cuenca del Plata, Gran Chaco Americano, Cuenca del Río Bravo SHRU-Brazil (Solid Waste Project) Satellite applications to Water monitoring (CONAE- PROSAT) 02 Cuenca Tri-nacional TRIFINIO-Honduras. c.2: Preparation, submission and negotiation of the projects: ISARM-Americas New Culture on Water Use (Water and Education) 03 The Member States and their private sector institutions have proposals for policies, rules, institutional designs, and procedures to improve their competitiveness and related employment opportunities, along with upto-date information on those topics. Analytical and technical support provided to the inter- American dialogue on public policies to promote trade advantages for the benefit of MSMEs advisors of MSME support institutions in Central America trained through a special edition of the online course New Market Opportunities for SMEs through the Use of Internet and Social Media through the Portal of the Americas Progress made by participating Caribbean countries in the establishment of SBDCs, including, in the case of St. Lucia, the signing of MOUs between the government and the stakeholders responsible for the implementation of the centers. IV Inter-American Dialogue of Authorities Responsible for MSMEs organized Train-the-Trainers Program to strengthen the capacity of MSME support institutions executed Third year of execution of the Project Establishment of Small Business Development Centers (SBDCs) in CARICOM Member States completed (Barbados, Belize, Dominica, Jamaica, St. Lucia) Introduction ~ 19 ~

20 Expected outcome in relation with the mandates Operating Goal Cost US$K Results Achieved Expected results at the end of the year 03 Support provided to Start Up Weekend Honduras, to promote entrepreneurship and the development of innovative businesses (San Pedro Sula, March 7-9, ) Workshop on transfer and commercialization of technologies held in Guatemala (February ) resulting in guidelines for the country s policy in that area. Support provided to member states to facilitate the development of the policy framework enabling public-private partnerships for innovation in the business environment, including licensing and transfer of technology Support provided to interested countries in developing specialized services for highimpact MSMEs (including women-led MSMEs, public/private universities, R&D Centers) on innovation, licensing and transfer of technology and use of intellectual property to expand trade opportunities in strategic economic sectors. 04 The Member States have opportunities for exchanging information on social protection policy matters. Coordination of the Inter- American Network for Social Protection (RIPSO), mechanism of cooperation to promote the institutional strengthening, and the exchange and transfer of experiences and knowledge on social protection Training of Latin American and Caribbean Social Protection government officials is in course. 1 Participatory Gender Assessments in a Social Development Ministry in course (in collaboration with CIM). 1 webinar of the series Inter-American Dialogues on Social Protection held, in collaboration with the World Bank, on March 20,, with the participation of government officials and social protection stakeholders 1 Cooperation Agreement signed with CIPPEC/ EUROSOCIAL Capacity building is provided to Member States Social Development Ministries through the 2 Social Protection Diploma Courses, and Participatory Gender Assessments in 3 Social Development Ministries. IASPN Cooperation and exchange activities are undertaken in OAS Member States through workshops, on-site exchanges, IASPN webinar series, as well as the IASPN online knowledge Portal and Community of Practice. IASPN partnerships with key social protection stakeholders throughout the region are strengthened. Introduction ~ 20 ~

21 05 Expected outcome in relation with the mandates Citizens in the member states have financial support for professional training in various development-related areas, together with training in the General Secretariat s areas of work. Operating Goal Academic Scholarships Awarded Partnership Program for Education & Training (PAEC) Scholarships Awarded Cost US$K Results Achieved 6, A total of 76 scholarships were awarded for academic cycle (66 graduates and 10 undergraduates) of which a total of 22 graduates and 6 undergraduates have become scholarship recipients and have started and/or are starting their academic programs accordingly. The placement process for the remaining awardees is ongoing 9 PAEC scholarships were awarded in the 1st quarter of. Scholarship announcements for 7 PAEC programs were published in the 1st quarter of ; applications will be evaluated and scholarship recipients published. Expected results at the end of the year The Academic Scholarship goals that were set for are expected to be met, provided that the funding committed by GS/OAS and its partners is not withdrawn by either party. 09- Secretariat for External Relations Expected outcome in Operating relation with the mandates Goal 01 Civil society institutions have increased opportunities for participation in the Summits of the Americas process and in the Organization s activities, in particular as regards human rights, strengthening democracy, citizen participation, and sustainable development. Activities coordinated for the promotion of the participation of civil society in matters related to OAS priority topics Cost US$K Results Achieved Regular contact with civil society institutions, which will be encouraged to engage in OAS activities. Preparations were made for the Civil Society Forum, to be held in early April, ahead of the General Assembly. Expected results at the end of the year Continued regular contact with civil society institutions and support for areas of the Secretariat engaged in activities with them. Specifically, a meeting with civil society organizations will be held prior to the General Assembly. In addition, during the General Assembly there will be a meeting of civil society organizations with the Secretary General and, subsequently, with representatives of member states. Introduction ~ 21 ~

22 Expected outcome in relation with the mandates The Organization and its offices and agencies establish cooperation agreements with public and private institutions in the Member States. Operating Goal Active participation of the OAS Permanent Observers, promoted Cost US$K Results Achieved Strengthening of ties between the OAS and permanent observers by preparing visits by the Secretary General and Assistant Secretary General to China, Italy, the Holy See, and Turkey. Meetings of the GS/OAS with high-level governmental authorities and representatives of the permanent observer missions of Germany, Bosnia and Herzegovina, China, Korea, Spain, Estonia, France, Kazakhstan, Liechtenstein,, the former Yugoslavian Republic of Macedonia, Malta, Ireland, Israel, United Kingdom, Russia, Turkey, Ukraine, and the European Union to negotiate and strengthen cooperation in strategic areas of the Organization. Expected results at the end of the year Various meetings will be arranged with permanent observers to strengthen cooperation ties and dialogue with the OAS. More than US$18 million in cash and in kind will be raised with permanent observers by the end of the year. 02 Definition of the priority projects of the GS/OAS Updating of the Strategic Plan for OAS Fundraising with permanent observers and voluntary donors, Granting by the Permanent Council of the status of permanent observer to the Principality of Liechtenstein and to Montenegro. Briefings coordinated between permanent observers, the Secretariat for Political Affairs, and the Secretariat for Legal Affairs on priority projects of the Organization. Over US$8 million in contributions by permanent observers announced. 03 Governments, public and private institutions, and citizens are aware of the Organization s activities Press coverage of events and SG and ASG missions, as well as agenda of OAS political bodies Press coverage of 368 events, etc. The goals are expected to be surpassed. Introduction ~ 22 ~

23 04 Expected outcome in relation with the mandates The Secretary General has information and specialized advice on the different areas for which he is responsible. Operating Goal Activities of the Art Museum of the Americas, supervised and coordinated Cost US$K Results Achieved The Museum's promotional activities were pursued, especially those designed to secure its sustainability. Exhibitions continued, among them the one held in San José, Costa Rica. Efforts to strengthen the Museum's management also continued. Expected results at the end of the year Efforts to secure the Museum's sustainability will continue. A special promotional activity will be carried out to disseminate the publication "Capital Campaign." A number of exhibitions and activities are scheduled for the Museum itself as well as the photo gallery in the GSB, between March and December. 05 Governments, public and private institutions, and citizens are aware of the Organization s activities. OAS political message strengthened within the organization, in the mass media and among opinion makers Effort continued for greater coverage in the media. The increased number of releases and photo news issued is worth noting, as is the effort to increase the number of followers on social media. We have also worked to improve the Organization's website and make it more userfriendly. Efforts to strengthen the Organization's media presence will continue. We will continue to give particular attention to social media networks. We will also work to produce a greater amount of audiovisual material and radio content. We will maintain our high level of press release output and photo news. Special attention will be devoted to the General Assembly in Paraguay Secretariat for Administration and Finance Expected outcome in Operating Cost relation with the mandates Goal US$K 01 The Secretary General has information and specialized advice on the different areas for which he is responsible 02 The Organization s accounting records are kept in a timely and correct shape. Political leadership of the Secretariat for Administration and Finance International Public Sector Accounting Standards (IPSAS), implemented Results Achieved SAF contracted the services of an external firm with IPSAS implementation expertise to prepare a project profile document for the OAS IPSAS implementation The Department continues to receive training in IPSAS issues and requirements. Outside assistance is secured for the Department to prepare a project profile proposal for submission to PEC and SER in order to raise funds for implementation. Expected results at the end of the year Determine estimated date for IPSAS compliant financial statements and future plan. Changes in procedures, policies, and documents are being implemented in order to migrate to IPSAS in There is an external project profile manager and an external IPSAS expert. Introduction ~ 23 ~

24 Expected outcome in relation with the mandates 03 The General Secretariat s human, material, and financial resources are available to the executing areas in a timely and correct fashion. Operating Goal Competition process to fill vacancies, administered Cost US$K Results Achieved In the first quarter of, there were 9 competitions for short -term contacts (RF: 4, SF: 5) and 9 competitions for long-term contracts RF:8, ICR: 1) Expected results at the end of the year It is projected that 50 competitions for short-term contracts and 48 competitions for long-term contracts will be held in. 04 Information management technologies and systems are maintained at the levels required by users needs. Administrative systems (corporate systems) updated and adapted to international standards (IPSAS) (113C) Maintenance has continued on the existing (ERP) accounting systems and needs analysis continues for their potential migration to new technologies, including a redefinition of processes. Existing (ERP) accounting systems maintained. Concept of business processes redefined. 05 Real estate receives appropriate maintenance for efficient operation, occupant safety, and value conservation. Improvements and renovations to General Secretariat buildings, implemented During this quarter, the second phase of the project to restore the stucco on the exterior walls of the Casita, recommended in the Existing Conditions Report (ECR), was completed. DGS feels that the projects covered in the Real Estate Strategy will be 100% implemented. Introduction ~ 24 ~

25 Budget Execution and Variances Table 1 Year-to-Date Expenditures by Programmatic Pillar A B C D E=B+C+D F=E/A Approved Budget Year-to-Date (Jan to Mar) % (in millions of USD) Regular Fund ICR Specific Funds Total Executed By Programmatic Pillar Democracy and Governance % Human Rights % Integral Development % Multidimensional Security % Support for the Member States % Subtotal % Policy Direction % Administration % Infrastructure and Common Costs % Subtotal % TOTAL * % * Net of ICR charges (USD million). Introduction ~ 25 ~

26 Table 2 Budget Execution by Fund Year-to Date A B C=A-B D=B/A E F=A-E G=E/A Approved Year-to-Date (Jan to Mar) Year-End Projections (Jan to Dec) Budget Remaining % Budget % (in millions of USD) Expenditures Budget Executed Expenditures Variance Executed Regular Fund Personnel % % Non-personnel % (0.226) 100.8% Subtotal % % Indirect Cost Recovery (ICR) Personnel % % Non-personnel % (0.411) 139.0% Subtotal % % Specific Funds Personnel % Non-personnel * % Subtotal % All Funds Personnel % Non-personnel % TOTAL % * Net of ICR charges (USD million). Introduction ~ 26 ~

27 Table 3 Budget Execution by Chapter for the Regular Fund and Indirect Cost Recovery (ICR) Year-to Date A B C=A-B D=B/A E F=A-E G=E/A E=(F/A)*-1 Approved Year-to-Date (Jan to Mar) Year-End Projections (Jan to Dec) Budget Remaining % % % Budget (in millions of USD) Execution Budget Executed Expenditures * Budget Variance Executed Variance Regular Fund Chapter 1 - Office of the Secretary General % % -5.0% * Chapter 2 - Office of the Assistant Secretary General % % -5.9% * Chapter 3 - Principal and Specialized Organs % % -2.3% Chapter 4 - Other Entities and Dependencies % (0.017) 101.2% 1.2% Chapter 5 - Secretariat for Legal Affairs % % -3.5% Chapter 6 - Secretariat for Multidimensional Security % % -3.4% Chapter 7 - Secretariat for Political Affairs % (0.178) 104.1% 4.1% Chapter 8 - Executive Secretariat for Integral Development % % -3.4% Chapter 9 - Secretariat for External Relations % (0.098) 103.1% 3.1% Chapter 10 - Secretariat for Administration and Finance % (0.018) 100.2% 0.2% Chapter 11 - Basic Infrastructure and Common Costs % % 0.0% Chapter 12 - Conferences and Meetings Management % (0.266) 106.0% 6.0% * Chapter 13 - Offices and Units of the GS in the Member States % (0.405) 106.6% 6.6% * Chapter 14 - Compliance Oversight Management Bodies % % -2.6% TOTAL % % -0.5% Indirect Cost Recovery (ICR) Chapter 2 - Office of the Assistant Secretary General % % 0.0% Chapter 3 - Principal and Specialized Organs % % -9.9% * Chapter 5 - Secretariat for Legal Affairs % % 0.0% Chapter 6 - Secretariat for Multidimensional Security % % -23.4% * Chapter 7 - Secretariat for Political Affairs % (0.142) 125.6% 25.6% * Chapter 8 - Executive Secretariat for Integral Development % (0.102) 129.7% 29.7% * Chapter 9 - Secretariat for External Relations % % -23.4% * Chapter 10 - Secretariat for Administration and Finance % (0.056) 102.6% 2.6% Chapter 11 - Basic Infrastructure and Common Costs % % 0.0% Chapter 13 - Offices and Units of the GS in the Member States % % -4.8% Chapter 14 - Compliance Oversight Management Bodies % % 0.0% TOTAL % % -0.5% * See Table 4 in the next page of this report for explanations of projected variances equal or greater than 5%. Introduction ~ 27 ~

28 Table 4 Explanations of Variances equal or greater than 5% of Approved Budget shown in Table 3, Column H By Fund / Chapter Regular Fund Indirect Cost Recovery (ICR) Chapter 1 - Office of the Secretary General Chapter 2 - Office of the Assistant Secretary General Personnel budget for this Chapter adjusted downwards. Personnel budget for this Chapter adjusted downwards. Chapter 3 - Principal and Specialized Organs Personnel costs for this Chapter adjusted downwards. Chapter 6 - Secretariat for Multidimensional Security Personnel costs for this Chapter adjusted downwards. Chapter 7 - Secretariat for Political Affairs Two posts budgeted for 6 months are projected to be executed for 12 months. Chapter 8 - Executive Secretariat for Integral Development Current occupied post was not budgeted. Chapter 9 - Secretariat for External Relations Personnel costs for this Chapter adjusted downwards. Chapter 12 - Conferences and Meetings Management Actual cost of Personnel and Permanent Council meetings higher than the approved budget. Chapter 13 - Offices and Units of the GS in the Member States Actual personnel cost higher than approved budget. Introduction ~ 28 ~

29 Table 5 Sources of Financing Regular Fund, ICR and Specific Funds A B C (in millions of USD) Regular Fund ICR Specific Funds Sources of financing Current year quota collection (net of prompt payment credits) Prior year quota collection Contributions from donors Administrative support / ICR collection Interest income Other income and transfers Total Table 6 Other Funds Statement of Changes in Cash Balance Service and Revolving Funds, Voluntary Fund, and Trust Funds (in millions of USD) Service and Revolving Funds Voluntary Fund (FEMCIDI) Trust for the Americas Trust Funds Medical Benefits Leo S. Rowe Fund Beginning cash balance 01/ Add: income / pledges Add: other net income / payments * (0.010) Less: expenditures Ending cash balance 3/ ** * Other net income / payments includes one or more of the following: interest income, net in/out transfers, net refunds and other payments. ** Exludes Fund for ICR. Introduction ~ 29 ~

30 Information on Quotas Table 7 Regular Fund Quota Compliance as of March 31, Current A i (paid in full) Not Current (not paid in full and no payment plan) Canada Mexico Trinidad and Tobago Antigua and Barbuda Guatemala Chile Panama United States Argentina Guyana Costa Rica Paraguay Bahamas, Commonwealth of Haiti Barbados Honduras Belize Nicaragua Bolivia Peru Brazil St. Kitts and Nevis Colombia St. Lucia Dominica, Commonwealth of Saint Vincent and the Grenadines Dominican Republic Suriname Considered Current i (not paid in full with multi-annual payment plan) Ecuador Uruguay Jamaica El Salvador Venezuela Grenada Table 8 Regular Fund Comparative Quota Information from January to March (a) (b) (c = a - b) (d = b / a) (e) (f) (g = e - f) (h = f / e) (i = [b + f]/[a + e]) Year Assessed Quotas Current Period Current year Prior year Prior year Collection on Prior year Quotas Collection on Total Collection Collection Collection Collection Collection Assessed Quotas Balance Prior year Quotas Progress Balance Progress Balance Progress ,727,100 16,024,265 57,702,835 22% 21,226, ,452 20,724,565 2% 17% ,727,100 14,813,822 58,913,278 20% 18,675,466 2,690,554 15,984,912 14% 19% ,277,200 18,640,846 58,636,354 24% 12,547,491 4,194,297 8,353,194 33% 25% ,447,900 21,620,991 55,826,909 28% 10,926,790 3,691,600 7,235,190 34% 29% ,593,000 9,910,780 68,682,220 13% 3,162,697 33,600 3,129,097 1% 12% ,513,615 22,469,695 56,043,920 29% 918, , ,992 12% 28% ,950,800 16,732,260 64,218,540 21% 1,282,659 92,564 1,190,095 7% 20% ,105,400 24,652,082 56,453,318 30% 2,908,247 65,940 2,842,307 2% 29% ,105,400 31,364,113 49,741,287 39% 4,849,615 4,706, ,246 97% 42% 81,105,400 30,930,710 50,174,690 38% 1,982, ,575 1,789,303 10% 37% Introduction ~ 30 ~

31 Liquidity Risk Assessment Table 9 Regular Fund Monthly Cash Balance (in millions of USD) Actuals Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Total Beginning Cash Balance (6.518) Inflows Quota Collections Other Income Outflows Payroll Non payroll Ending Cash Balance (6.518) * Projections are based on approved payment plans and prior years' payment tendency. The Regular Fund began the year with a USD 8.4 million cash balance which increased to USD 11.2 million by the end of the first quarter. during November. However, projections of inflows and outflows for the Regular Fund point to cash shortages of USD 6.5 million by the end of November. With December s projected quota payments, cash balance is expected to return to a positive level of USD 20 thousand. Measures must be identified and implemented so that the Organization can meet its scheduled commitments Introduction ~ 31 ~

32 Disbursements by Location Table 10 Year-to-Date Disbursements by Location (in millions of USD) Member State Disbursement Amount Member State Disbursement Amount Antigua and Barbuda Haiti Argentina Headquarters Bahamas Honduras Barbados Jamaica Belize Mexico Bolivia Nicaragua Brazil Panama Canada Paraguay Colombia Peru Costa Rica Saint Kitts and Nevis Dominica Saint Lucia Dominican Republic St. Vincent and the Grenadines Ecuador Trinidad and Tobago El Salvador Uruguay Grenada Uruguay - IIN Guatemala Venezuela Guyana TOTAL * Refer to the report "Projects Outside Headquarters" in Section VI of this document for a complete list of activities by location. Peace Process in Colombia (MAPP), sustainable development activities in Argentina, judicial facilitators and demining activities in Nicaragua. The General Secretariat executes numerous activities throughout its member states, requiring payment for goods and services in their corresponding local currencies. The majority of disbursements occur in Headquarters, mostly due to payroll expenses and infrastructure costs. In Latin America, almost a third of disbursements are related to the Mission to Support the Introduction ~ 32 ~

33 Table 11 Year-to-Date Contributions to OAS Funds Contributions to OAS Funds Regular Fund Current Year Net Collection Prior Years FEMCIDI Specific Funds Trust for the Americas Specific Funds Fund Balance (c) TOTAL Member States Antigua and Barbuda Argentina ,688-33, ,480 Bahamas, Commonwealth of Barbados ,400 9,848-26,248 17,624 Belize ,302 Bolivia ,000-5, ,677 Brazil ,474 Canada 9,473,117 (a) - - 7,414,844-16,887,961 10,252,895 Chile 940,803 (a) - 113,000 49,579-1,103, ,051 Colombia 772, , , ,897 Costa Rica 178,497 (a) - - 9, ,493 7,601 Dominica, Commonwealth of Dominican Republic ,789-34,789 71,039 Ecuador 2, ,000-7, ,607 El Salvador ,964-19,964 (117) Grenada (14,341) Guatemala 2, ,749 48,456 Guyana ,524-2,703 7,078 Haiti Honduras ,211 Jamaica - 18,975-5,000-23,975 26,181 Mexico 6,552,544 (a) ,000-6,577,544 6,308,623 Nicaragua ,403 Panama 128, , ,445 Paraguay 75, , , ,308 Peru ,970-4,970 94,038 St. Kitts and Nevis St. Lucia ,000 St. Vincent and the Grenadines ,374 Suriname ,015 Trinidad and Tobago 143,864 (a) , , ,963 United States 12,128, ,874, ,268 14,161,438 (b) 35,458,120 Uruguay - 174,600 15,000 15, ,600 78,890 Venezuela ,000-5,000 5,720 Total Member States 30,401,235 (a) 193, ,400 10,193, ,810 41,143,604 (a) Net amount including credit for prompt payment. (b) Does not include contributions to the Tax Equalization Fund and an estimated USD 4 thousand contributed through "Penalty Mail". (c) Shown only for donors that contributed during. Introduction ~ 33 ~

34 Table 11 (continued ) Year-to-Date Contributions to OAS Funds Regular Fund Current Year Net Collection Prior Years FEMCIDI Specific Funds Trust for the Americas TOTAL Specific Funds Fund Balance (c) Permanent Observers China ,000-85, ,011 Denmark , , ,934 European Union ,723-90, ,764 Holy See ,000-5,000 5,000 Israel ,000-20, Luxembourg ,989-44,989 31,445 Spain , ,000 3,672,397 Switzerland ,248-15, ,995 Turkey , ,064 91,398 United Kingdom ,904-26, ,857 Total Permanent Observers , ,007 Institutions and Others ARCUS Foundation ,000-45,000 45,000 IICA ,025-12,025 7,846 Intl. Institute for Democracy & Electoral Assistance ,037-2,037 2,724 MasterCard International Incorporated , ,000 - Pan American Development Foundation ,667-22,667 6,662 PLAN Int ,965-99,965 65,649 United Nations ,037,120-1,037, ,951 Young Americas Business Trust ,500-7,500 9,015 Multiple Funding Sources ,059 61, ,659 6,908,555 Total Institutions and Others ,621, ,601 1,815,973 GRAND TOTAL 30,401, , ,400 12,752, ,410 43,897,583 (a) Net amount including credit for prompt payment. (b) Does not include contributions to the Tax Equalization Fund and an estimated USD 4 thousand contributed through "Penalty Mail". (c) Shown only for donors that contributed during. Introduction ~ 34 ~

35 Economic Indicators and Investments Table 12 Economic Indicators and Investments as of March 31, U.S. Economic and Market Indicators Equity in OAS Treasury Fund (in millions of USD) Output (Percent Change) Regular Fund 11.2 Real Gross Domestic Product 0.1 Specific Funds 90.5 Prices Voluntary Funds (FEMCIDI) 8.6 CPI ( = 100) Service and Revolving Funds 6.4 Inflation Rate (Percent) 1.5 Trust Funds Operating Cash 2.2 Labor Market Unemployment Rate (Percent) 6.7 Interest Rates (Percent) 3-month Treasury Bill 0.05 Valuation (in millions of USD) 10-year Treasury Note 2.73 Cash Equivalents (MM Funds, Commercial Paper) year Treasury Bond 3.56 Government and Municipal Notes and Bonds 11.4 Asset-Backed Securities 13.4 Agency Backed Bonds 3.4 Sources: U.S. Department of Treasury and U.S. Department of Labor Corporate Bonds Benchmarks: Merrill Lynch 1-3 year government/corporate bond Index Merrill Lynch 1-5 year government/corporate bond Index Custom Blend (33% Salomon 90 day CD, 33% BofAML 1-3 G/C, 33% BofAML 1-5 G/C) Note on Valuation: GS/OAS applies a conservative risk profile in the management of assets in the OAS Treasury Fund. The investment policy requires that OAS invest in high quality instruments that preserve principal, maintain sufficient liquidity to meet forecasted cash needs, and deliver competitive returns subject to prevailing market conditions. The portfolio is also diversified in order to minimize credit risk and excludes the OAS from investing in complex derivative securities. GS/OAS investment guidelines place emphasis on capital preservation over income generation. Of the USD million cash and investments of the OAS Treasury Fund, USD 91 million are under active management by Bank of America Global Capital Management. The remaining OAS Treasury Fund assets USD 27.9 million are held in cash or 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. Introduction ~ 35 ~

36 Human Resources Section I Human Resources Actions by Fund Geographic Representation Gender and Grade Distribution Call for Resume and Selection Competitions Active Individual CPRs by Source of Financing Section I: Human Resources ~ 36 ~

37 Human Resources Actions by Fund Table 13 Human Resources Actions Summary by Fund New Appointments Transfers Reclassifications Resignations/ Separations Terminations Net Change Type of Fund Regular Fund (RF) Indirect Cost Recovery (ICR) Specific Funds Total Table 14 Regular Fund - Human Resources Actions Acronym Chapter Acronym Chapter OSG Office of the Secretary General SPA Secretariat for Political Affairs ASG Office of the Assistant Secretary General SEDI Executive Secretariat for Integral Development PSO Principal and Specialized Organs SER Secretariat for External Relations OED Other Entities and Dependencies SAF Secretariat for Administration and Finance SLA Secretariat for Legal Affairs CMM Conferences and Meetings Management SMS Secretariat for Multidimensional Security OUGMS Offices and Units of the GS in the Member States COMB Compliance Oversight Management Bodies Chapter New Transfer Grade Appointment Trust From To Reclassification Resignations / Separations Terminations Budgetary Impact Chapter 1 - Office of the Secretary General P04/P st Quarter P04/P G06/G Subtotal Section I: Human Resources ~ 37 ~

38 Table 14 (continued ) Regular Fund - Human Resources Actions Chapter New Transfer Grade Appointment Trust From To Reclassification Resignations / Separations Terminations Budgetary Impact Chapter 2 - Office of the Assistant Secretary General G st Quarter G Subtotal Chapter 3 - Principal and Specialized Organs G06 OUGMS st Quarter P P P Subtotal Chapter 5 - Secretariat for Legal Affairs 1st Quarter G05 /G Subtotal Chapter 7 - Secretariat for Political Affairs P G06 SEDI st Quarter G05 SER P05 OUGMS Subtotal Chapter 8 - Executive Secretariat for Integral Development G06 SPA st Quarter P04 OUGMS P Subtotal Chapter 9 - Secretariat for External Relations G05 SPA st Quarter P04 OUGMS Subtotal Section I: Human Resources ~ 38 ~

39 Table 14 (continued ) Regular Fund - Human Resources Actions Chapter New Transfer Grade Appointment Trust From To Reclassification Resignations / Separations Terminations Budgetary Impact Chapter 10 - Secretariat for Administration and Finance D P03 COMB st Quarter P04/P P01/P D G Subtotal Chapter 12: Conferences and Meetings Management G st Quarter P P Subtotal Chapter 13 - Offices and Units of the General Secretariat in the Member States P P05 SPA G06 PSO P04 SER P04 SEDI G G st Quarter G G G G G G G G G Subtotal Chapter 14 - Compliance Oversight Management Bodies P st Quarter P03 SAF Subtotal Grand Total Section I: Human Resources ~ 39 ~

40 Table 15 Indirect Cost Recovery (ICR) - Human Resources Actions Chapter Grade New Appointment Trust Transfer Resignations/ Budgetary From To Reclassification Separations Terminations Impact Chapter 6 - Secretariat for Multidimensional Security G st Quarter P G Subtotal Chapter 7 - Secretariat for Political Affairs 1st Quarter P Subtotal Grand Total Section I: Human Resources ~ 40 ~

41 Table 16 Specific Funds - Human Resources Actions Chapter New Transfer Trust Grade Appointment From To Reclassification Resignations/ Separations Terminations Chapter 3 - Principal and Specialized Organs P02 1 P02 1 1st Quarter P01 1 P01 1 Subtotal Chapter 4 - Other Entities and Dependencies G05 1 Associate 1 Associate 1 Associate 1 Associate 1 Associate 1 Associate 1 1st Quarter Associate 1 Associate 1 Associate 1 Associate 1 Associate 1 Associate 1 Associate 1 Associate 1 Associate 1 Subtotal Chapter 6 - Secretariat for Multidimensional Security P01 1 Associate 1 Associate 1 Associate 1 1st Quarter P02 1 P01 1 Associate 1 Associate 1 P03 1 Subtotal Section I: Human Resources ~ 41 ~

42 Table 16 (continued ) Specific Funds - Human Resources Actions Chapter New Transfer Trust Grade Appointment From To Reclassification Resignations/ Separations Terminations Chapter 7 - Secretariat for Political Affairs P04 1 Associate 1 1st Quarter P01 1 P03 1 Subtotal Chapter 8 - Executive Secretariat for Integral Development P01 1 1st Quarter Associate 1 Subtotal Grand Total Section I: Human Resources ~ 42 ~

43 Geographic Representation Table 17 Geographic Representation (Summary) Based on FAO methodology as of March 31, Region: Status: Above Range Within Range Below Range CARICOM Member States: Trinidad and Tobago Saint Lucia Antigua and Barbuda Suriname Bahamas Barbados Belize Dominica Grenada Guyana Haiti Jamaica Saint Kitts and Nevis Saint Vincent and the Grenadines Region: SOUTH AMERICA Member States: Argentina Ecuador Brazil Bolivia Paraguay Chile Colombia Peru Uruguay Venezuela Region: CENTRAL AMERICA Member States: Costa Rica Panama Dominican Republic El Salvador Honduras Guatemala Nicaragua Region: NORTH AMERICA Member States: Mexico Canada United States Section I: Human Resources ~ 43 ~

44 Table 18 Geographic Representation Based on FAO methodology as of March 31, Membership (40%) Population (5%) Quota (55%) Range Population * Pop % Points by Pop Quota** Points by Q Total Points Minimum Maximum Current Status CARICOM Antigua and Barbuda , % Below Bahamas , % Below Barbados , % Below Belize , % Below Dominica , % Below Grenada , % Below Guyana , % Below Haiti ,214, % Below Jamaica ,777, % Below Saint Kitts and Nevis , % Below Saint Lucia , % Within Range Saint Vincent and the Grenadines , % Below Suriname , % Within Range Trinidad and Tobago ,347, % Above Subtotal ,101, % Below SOUTH AMERICA Argentina ,883, % Above Bolivia ,185, % Above Brazil ,759, % Below Chile ,170, % Above Colombia ,373, % Above Ecuador ,895, % Within Range Paraguay ,551, % Within Range Peru ,109, % Above Uruguay ,383, % Above Venezuela ,237, % Above Subtotal ,860, % Above * Source: UN Statistical Service. Data corresponds to 2010 estimates, using constant fertility rate variant Section I: Human Resources ~ 44 ~

45 Table 18 (continued ) Geographic Representation Based on FAO methodology as of March 31, Membership (40%) Population (5%) Quota (55%) Range Population * Pop % Points by Pop Quota** Points by Q Total Points Minimum Maximum Current Status CENTRAL AMERICA Costa Rica ,698, % Above Dominican Republic ,241, % Below El Salvador ,198, % Above Guatemala ,601, % Above Honduras ,649, % Below Nicaragua ,891, % Below Panama ,526, % Within Range Subtotal ,808, % Within Range NORTH AMERICA Canada ,747, % Below Mexico ,147, % Within Range United States ,533, % Below Subtotal ,427, % Below TOTAL ,197, % , , * Source: UN Statistical Service. Data corresponds to 2010 estimates, using constant fertility rate variant Section I: Human Resources ~ 45 ~

46 Gender and Grade Distribution Figure 1 Gender and Grade Distribution as of March 31, By Gender Male % Female % By Grade SG ASG D02 D01 P05 P04 P03 P02 P01 G07 G06 G05 G04 G03 G02 G01 Female Male Section I: Human Resources ~ 46 ~

47 EO/01/14 EO/02/14 EO/03/14 IR/01/14 EO/14/14 EO/15/14 EO/09/14 EO/17/14* EO/08/14* TOTAL EO/01/14 EO/02/14 EO/03/14 IR/01/14 EO/14/14 EO/15/14 EO/09/14 EO/17/14* EO/08/14* TOTAL OAS Quarterly Resource Management and Performance Report Call for Resume and Selection Competitions Table 19 Call for Resume for Series A (Short term) Fixed Contracts Geographic Representation CARICOM Antigua and Barbuda 1 1 Bahamas 0 Barbados 1 1 Belize 0 Cuba 0 Dominica 1 1 Grenada 2 2 Guyana 0 Haiti Jamaica 1 1 Saint Kitts and Nevis 0 Saint Lucia 1 1 Saint Vincent and the Grenadines 2 2 Suriname 1 1 Trinidad and Tobago 1 1 Subtotal SOUTH AMERICA Argentina Bolivia 3 3 Brazil Chile Colombia Ecuador Paraguay Peru Uruguay Venezuela Subtotal CENTRAL AMERICA Costa Rica Dominican Republic El Salvador Guatemala Honduras Nicaragua Panama Subtotal NORTH AMERICA Canada Mexico United States Subtotal OTHER COUNTRIES ** Italy Spain Other Unknown 0 Subtotal Total * The preliminary screening of this position is currently being conducted and the results related to geographic representation will be provided in the next quarterly report. **The applications of candidates from "Other Countries" were not considered in the evaluation process as preference is given to nationals of Member States. Section I: Human Resources ~ 47 ~

48 Table 20 Call for Resume for Series A (Short term) Fixed Contracts Gender Distribution No. Employment Opportunity Job Title Competition Grade Number of Applications Female Male Total (Call for Resumes) 1 EO/01/14 Chief of Section P EO/02/14 IT Officer P EO/03/14 Human Rights Specialist P IR/01/14 OAS Country Representative - Suriname P EO/14/14 Assistant to the Special Rapporteur for Freedom of Expression G EO/15/14 Human Rights Specialist P EO/09/14 Specialist P EO/08/14* Administrative Assistant G EO/17/14* Administrative Assistant G TOTAL * The preliminary screening of this position is currently being conducted and the results related to gender representation will be provided in the next quarterly report. Section I: Human Resources ~ 48 ~

49 IR/02/14 IR/03/14 IR/04/14 IR/05/14 EO/06/14 EO/07/14 EO/11/14 EO/13/14 EO/16/14 TOTAL IR/02/14 IR/03/14 IR/04/14 IR/05/14 EO/06/14 EO/07/14 EO/11/14 EO/13/14 EO/16/14 TOTAL OAS Quarterly Resource Management and Performance Report Table 21 Selection Competitions for Series B (Long term) Geographic Distribution CARICOM Antigua and Barbuda 0 Bahamas 0 Barbados 0 Belize 0 Cuba 0 Dominica 0 Grenada 0 Guyana 0 Haiti Jamaica 3 3 Saint Kitts and Nevis 1 1 Saint Lucia 0 Saint Vincent and the Grenadines 0 Suriname 0 Trinidad and Tobago 1 1 Subtotal SOUTH AMERICA Argentina Bolivia Brazil Chile Colombia Ecuador Paraguay 1 1 Peru Uruguay Venezuela Subtotal CENTRAL AMERICA Costa Rica Dominican Republic 1 1 El Salvador Guatemala Honduras 3 3 Nicaragua 1 1 Panama Subtotal NORTH AMERICA Canada 3 3 Mexico United States Subtotal OTHER COUNTRIES ** Italy 1 1 Spain Other Unknown 0 Subtotal Total ** The applications of candidates from "Other Countries" were not considered in the evaluation process as preference is given to nationals of Member States. Section I: Human Resources ~ 49 ~

50 Table 22 Selection Competitions for Series B (Long term) Gender Distribution No. Employment Opportunity (EO) Job Title Competition Grade Number of Applications Female Male Total 1 IR/02/14 Finance Accounting Officer P IR/03/14 Specialist P IR/04/14 Human Resources Technician G IR/05/14 Technician G EO/06/14 Human Rights Specialist P EO/07/14 Human Rights Specialist P EO/11/14 Protocol Officer P EO/13/14 Accounting Technician G EO/16/14 OAS Country Representative P TOTAL Section I: Human Resources ~ 50 ~

51 Active Individual CPRs by Source of Financing Table 23 Active Individual CPRs by Source of Financing as of March 31, Details on individual CPRs are listed with the contract type RBCS in the Quarterly CPR report, found at: Chapter Fund Total Total Regular Fund Specific Funds Quantity USD Chapter 1 - Office of the Secretary General ,000 Chapter 2 - Office of the Assistant Secretary General ,810 Chapter 3 - Principal and Specialized Organs ,326 Chapter 4 - Other Entities and Dependencies ,850 Chapter 5 - Secretariat for Legal Affairs ,726 Chapter 6 - Secretariat for Multidimensional Security ,949 Chapter 7 - Secretariat for Political Affairs ,626 Chapter 8 - Executive Secretariat for Integral Development ,855,172 Chapter 9 - Secretariat for External Relations ,623 Chapter 10 - Secretariat for Administration and Finance ,517 Chapter 11 - Basic Infrastructure and Common Costs Chapter 12 - Conferences and Meetings Management ,897 Chapter 13 - Offices and Units of the GS in the Member States ,703 Chapter 14 - Compliance Oversight Management Bodies ,800 Total CPRs = ,800,998 Section I: Human Resources ~ 51 ~

52 Administration and Management Section II Administrative Efficiencies Recommendations from the Board of External Auditors External Evaluation and Audits Requested by Donors Travel Information and Control Measures Rental Hall of the Americas Information on Conferences and Meetings Administrative Tribunal Reform Process Optimization of the use of current OAS Information Technology Section II: Administration and Management ~ 52 ~

53 Administrative Efficiencies Expected Efficiency Expected Result Progress During 1 th Quarter Resource Impact Future Developments OAS Wireless Infrastructure: Improved service availability coverage and speed of simultaneous connections. New wireless infrastructure implemented. Controller installation has been accomplished. New cabling finished Preliminary test of the configuration is in place. Service to be heavily used by all OAS users located at Headquarters, in GSB, Main and Admin Building. Upgrade wireless infrastructure to enable access to OAS internal Applications. Increase traffic and security management. Increase mobile productivity, employee satisfaction and cost savings for the Organization. Bring your Own Device (BYOD) services implemented. Configuration and installation of servers needed for the deployment of the solution. Services to be used by OAS personnel at headquarters and National Offices. Installation of BYOD clients in OAS staff and consultants smartphone/tablets. Provide additional mobile services. Deliver faster recovery time and improved OAS data protection. OAS Backup infrastructure implemented on the cloud. Feasibility study in progress Services to be used by OAS personnel at headquarters and National Offices. Implementation of core services in standby mode on the cloud in a secure way. Availability of information on programmed results, included in the budget. Results-based budget available as a tool for budgetary decisions. About 90% of the General Secretariat's technical areas have already submitted scheduling information on their 2015 annual operating plans, to be entered into the system. The General Secretariat continues to prepare results-based budget reports to be used as budget formulation tools The CAAP continues to review the information provided and its potential as a support tool for the budget formulation process. DPE will continue working to select program budget results in keeping with the General Assembly mandates and to support the OAS modernization efforts. Increased number of projects executed by the Organization, subject to monitoring and evaluation processes. 100% of projects subject to monitoring and evaluation. Follow-up on execution of projects financed by Plan Canada II and by the Spanish Fund. Evaluation of MAPP program submitted to key stakeholders. 25% of projects financed with specific funds, monitored and evaluated. Evaluation of the MAPP program available on the OAS website. Evaluation of SAVIA program underway. Monitoring and evaluation of certain United States-funded projects. Section II: Administration and Management ~ 53 ~

54 Expected Efficiency Expected Result Progress During 1 th Quarter Resource Impact Future Developments Selection of consultants for the evaluation of the SAVIA program. Support to other areas of the GS for preparation of the terms of reference (TORs) for external consultants for evaluation and consultant selection. Availability of the module for monitoring execution in the Planning and Monitoring System. Information on outcomes achieved and their costs, regularly available execution already included in the planning module. Development of the module continues, with respect to the process of linking costs to operating goals. Mandates, outcomes achieved, and programmed resources, linked to pillars and sub-pillars, available for discussion by policy-making bodies and technical areas. Development of the module for monitoring of execution in the Planning and Monitoring System. Meet or exceed cost reductions for deferred maintenance projected in the Real Estate Strategy Implementation of projects planned in the Strategy on time and at an average cost of 45% of the amount estimated in the 2008 Existing Conditions Report (ECR). 1. The firm Reinforced Plastic Skylight replaced the skylight in the MNB. The project was completed on February. 2. Electrical infrastructure upgrade: the Secretariat requested design proposal to upgrade the electric panels serving the Hall of the Americas to R.G. Vanderweil Engineers, LLP. 1. The new skylight contributes to energy efficiency, as well as improving the structural integrity of the MNB. The project was completed at 65% below the estimated cost. 2. This electrical upgrade will be compliant with current NFPA code, reduce the risk of fire, reduce wooden floor wear and tear, as well as the costs of special events setups. 1. Partial replace 3/4 stucco wall in the Casita. 2. Replace electric board GSB Chiller #1. The existing board is obsolete and spare parts are no longer available. 3. Replace MNB air handling unit (AHU#5).The equipment was ordered and installation is scheduled to be done the first week of June. 4. Replace electronic board of GSB Chiller #2 to avoid the risk of AC failure. Installation completed on February. 3. This Project will enhance energy efficiency and reduce maintenance costs. 4. The old board was obsolete and maintenance contractor indicated that spare parts were no longer available in the market. The risk of leaving the GSB without AC for a long period of time is great. 3. Waterproof subgrade mechanical room on Main Building. 4. Install new flashing on the Main Building. 5. Repair interior plaster and downspout repairs on the Museum. 6. Repair wood floors on the Museum. Section II: Administration and Management ~ 54 ~

55 Expected Efficiency Expected Result Progress During 1 th Quarter Resource Impact Future Developments 5.Partial replace 2/4 stucco wall in the Casita completed on March. 5. The stucco replaced in the Casita helps prevent water infiltration and improves the exterior of the building. 7. Reset and regrout paver stones at front and terrace in the ADM building. 6. GSB ADA elevators (3) upgrade. The Secretariat is in the process of requesting design proposals. 7. Repair ADM terrace level flagstone and drains. The Secretariat is in the process of requesting design proposals. 8. Repair Casita cupola and metal roof. The Secretariat is in the process of requesting proposals. 6. This project will comply with existing ADA regulations 7. The repair of the ADM terrace level flagstones and drains will help prevent interior damage caused by water infiltration. 8. The cupola and metal roof repair will save energy consumption. Continuously enhance efficiency of energy and water use, to contain cost increases to 1% annually, despite average annual rate increases of 3%. Energy and water consumption reduced by approximately 2% annually. 1. Energy usage during the months of January, February and March, was 2,072,390 Kilowatts. 2. Water consumption in the 1st Quarter was 635,052 gallons. 3. Steam consumption in the 1 st Quarter of was 2699 MLBS. 1. Usage in 1st Quarter was 44,831 kilowatts less than the same period in Considering an increase in the cost of the electricity during this quarter, the Secretariat spent $15,966 more than the same period in Water consumption was 92,004 gallons less than the same period in 2013, thus a 13% reduction in all buildings. Considering an increase in the cost of the water during this year, the Secretariat spent $595 more than the same period in Continue monitoring energy usage. 3. Steam consumption was 199 gallons less than the same period in 2013, thus a 7% reduction in all buildings and $7,729 in savings. Section II: Administration and Management ~ 55 ~

56 Expected Efficiency Expected Result Progress During 1 th Quarter Resource Impact Future Developments Reduce energy and maintenance costs while promoting green initiatives. Establish minimum indoor air quality (IAQ) performance to enhance indoor air quality, thus contributing to the health and well-being of the occupants. Reduce energy and potable water usage in the building in order conserve energy and water resources and save money on water and sewage costs. Reduce potable water consumption for cooling towers through effective water management. 1. Completed 100% LEED application. 2. Completed Tracking preventative maintenance of all HVAC systems in order to show compliance with LEED requirements. 3. Completed replacement of Exhaust fans. 1. Contribute to building maintenance management efficiency (Labor and resources), as well as reducing energy consumption. 2. Full implementation of ASHRAE recommendations will reduce energy consumption by $38,000 a year. 3. Monitoring cooling tower water usage will result in approximately $7,400/year in energy costs. 1.Receive Leed Certification 2. Implement formal plan to test exhaust systems at regular intervals (at least every 2 years). Implementation of International Public Sector Accounting Standards (IPSAS) to increase quality, efficiency and comparability of financial information Obtain a high-level project profile document that will outline the roadmap and resources for IPSAS Implementation. Gain a better understanding of the impacted areas and processes, a timeline and implicated costs. SAF contracted the services of an external firm with IPSAS implementation expertise to prepare a project profile document for the OAS IPSAS implementation. In March 31,, SAF received the first deliverable of the contract which included the development of the Logical Framework, Frame of Reference and Description. Following the finalization of the project profile document, and once resources are assigned for implementation, a project manager will be designated and task groups will be convened to analyze specific IPSAS requirements for implementation. Determine estimated date for IPSAS compliant financial statements based on project profile document. Section II: Administration and Management ~ 56 ~

57 Expected Efficiency Expected Result Progress During 1 th Quarter Resource Impact Future Developments Reengineer procurement processes as needed to incur savings, reduce workload and improve productivity Within the procurement operations revise existing procedures, re-engineer processes and remove unnecessary transactions to reallocate resources to real cost saving opportunities. Emphasis was given to an audit recommendation requiring that all credit card transactions be recorded using the corresponding vendor name. At the end of the quarter over 75% of all these transactions show real vendors and the credit cards are now recorded as method of payment. This change allows more transparency and details that help appropriate processing throughout the procure-to-pay cycle. Reports for these transactions now reflect the actual name of providers of goods and services. This information can help identify recurrence, cumulative amounts and other information that provide leverage for the GS/OAS. Work with DOITS to find other actions that are currently recorded in the procurement module that could alternatively be processed using alternative procedures. Further automation of routine Purchase Orders to include travel and other low value high volume transactions. Automate and streamline procurement transactions. Routine transactions are being now processed by automated systems such as RBCS (performance contract recording) and TEC (travel expenses). More than 15% of all PO transactions were automated during the quarter. Total automation in amount was over 4 Million dollars. Expansion and implementation of purchase cards solution for small purchase transactions. P-Card Pilot was successfully implemented within Procurement to replace the existing obsolete cards. All payments issued on time and in full. Close to 6% of all transactions were processed with credit cards, for a total of over 1.5 Million. Continue to improve institutional relationships for the GS/OAS and review conditions with key Vendors/ Suppliers for the procurement of recurrent goods and services. Use existing reports and other relevant information to reinforce relationships with Maximize benefits for the GS/OAS from key Vendors/Suppliers. Establish, revise and/or improve benefits and conditions from corporate and service level agreements for recurrent goods and services. Work with external agents to implement best practices and improve operations. DP negotiated and reviewed a significant number of corporate agreements and contracts. Some of the results are: Negotiated contracts reduced the cost of some airline tickets by more than $20 thousands during this quarter. The average discount by route is 10-12%. Preferred rates generated substantial savings as hotels were paid directly. This measure resulted in more than $30 thousand in direct savings. DP continuously works with suppliers to review existing level of service and determine most advantageous conditions. Most important contracts managed by DP (travel management company, Insurance portfolio (including review of policies and coverage), major hotels and airline contracts, etc.) remain closely monitored to improve conditions and level of service for the GS/ OAS. Monitor international and domestic airline spend to find candidates for additional discounts and/or benefits. Expand hotel contract coverage to all major cities and with most important hotel chains. Identify by spend or by category, possible areas where centralization and aggregation can potentially produce additional benefits for the Organization. Section II: Administration and Management ~ 57 ~

58 Expected Efficiency Expected Result Progress During 1 th Quarter Resource Impact Future Developments The GS/OAS corporate insurance portfolio was revised to reduce risk and reflect more accurate coverage within the approved budget. When working within budget, insurance portfolio management ensures proper level of coverage while minimizing risk for the Organization. On a regular basis, DP conducts review of the portfolio and meets with brokers and insurance carriers to maximize benefits and minimize cost. Increase efficiency and transparency of human resources policies Revised Comprehensive Human Resources Strategy, including the modification of the General Standards, approved by CAAP, Permanent Council and General Assembly. The CAAP working group on the Review of OAS Programs, with SAF/DHR technical support, continued working on the Revised Comprehensive Human Resources Strategy proposed by the GS/OAS in conjunction with the Staff Association. Standardization of human resources policies on competitive recruitment and uniform implementation will improve quality of recruitment. The General Assembly will consider the proposed Human Resources Strategy in October and decide on its implementation. Implement competitive recruitment. All new hires for fixed-term contracts to be made through a competitive process. All new hires for Series A fixed term (short term) contracts and Series B Fixed term (long term) contracts were done through a competitive process using Taleo system for publication of vacancies. 9 employment opportunities published on the OAS Career Website for Series A contracts and 9 for Series B contracts (RF=12, SF=5, ICR=1). 299 applicants processed for 7 Series A contracts, compared to 1409 for 22 Series A contracts in the 1ST quarter competitions for Series A contracts are currently opened and the results will be provided in the next quarterly report. Adapt competitive hiring process to any changes adopted at General Assembly the Human Resources Strategy. 234 applicants processed for 9 Series B contracts. During the 1st quarter 2013, no employment opportunities for Series B contracts were published on the OAS Career Website. Section II: Administration and Management ~ 58 ~

59 Expected Efficiency Expected Result Progress During 1 th Quarter Resource Impact Future Developments Staff Members performance properly assessed 100% of eligible staff members evaluated according to established objectives for On March 26th, the performance evaluation system (PES) launched Phase I: setting objectives for, and Phase III: Final evaluation of the 2013 objectives. As of March 31st, 11 staff (2% of eligible staff) have registered and approved objectives in the system for. As of March 31st ; 55 staff (10% of eligible employees) have completed the final evaluation of the 2013 objectives. Staff members continue defining objectives for and closing evaluation for 2013 until the given deadline, April 25th,. Entering and approving objectives for new staff members. Meet the needs of the areas related to the Performance Evaluation Process. Completing phase III (Final Evaluation) of the 2013 cycle; and phase II (Midterm review) and phase III (Final evaluation) of the cycle. Section II: Administration and Management ~ 59 ~

60 Recommendations from the Board of External Auditors (Related to Fiscal Year 2012) Recommendation 1.1 The Board reaffirms its recommendation that the General Assembly avoid a structural deficit in the future by ensuring consistency between the mechanism of setting OAS quotas and the mechanism of setting expenditures. 1.2 The Board recommends that the OAS introduce penalties for late payment of quotas and dispense with early payment discounts. 1.3 The Board reaffirms its recommendation that the OAS continue implementing the SAF streamlining initiatives. Status SAF provided a report to the CAAP (CP/CAAP 3218/13) entitled Business Case for Available Options to Address the Gap between Expenditures and Timely Payments, which provided data on GS/OAS income and expenditures for the period and set forth options for addressing the structural deficit. The CAAP discussed the document and included language addressing some of the issues in the text of a resolution adopted at the General Assembly in Antigua entitled Progress toward Accountability, Efficiency, Effectiveness, and Results in the OAS General Secretariat The CAAP, during a review of the Prompt Payment Policy in 2011, discussed the possibility of imposing penalties for late payment of quotas and the abolition of early payment discounts. The CAAP decided not to include such measures in the resolution revising the Prompt Payment Policy. SAF continues to implement a robust set of streamlining initiatives. SAF s Business Process Working Group has focused on business process automation projects with the greatest potential for reducing the complexity and increasing the cost-effectiveness of OAS business practices. These include automation of travel booking and travel expense claims, the implementation of a redefined Results Based Contracting System for natural CPRs, a personnel data base system and implementation of a purchase card procurement system to automate expense recording and payments for all purchases under USD 3,000. These two categories of procurement represented over three-fourths of all procurement transactions in In addition, the GS/OAS implemented its position control system, a significant step toward automated budgeting of personnel costs, and made significant progress toward full automation of inventory control. The latest major accomplishment was the implementation of the new Leave Management System which took place July 1, The Board reaffirms its recommendation that funds be allocated for the implementation of IPSAS. The Regular Fund budget included a budgetary item under non-personnel for $50 thousand. These funds were used to contract the outside services of a company with IPSAS expertise to prepare a project profile document for the implementation of IPSAS. The document will include a schedule of activities, a projected timeline, and an estimated budget. The document is scheduled to be finalized at the end of May,. 1.5 The Board reaffirms its recommendation that the OAS implement a sustainable real property strategy that addresses the current deferred maintenance problems and preserves the assets for future use. This should include selling the Casa del Soldado. In response to the recommendations made by the Board of External Auditors relating to Real Estate Strategy, the General Secretariat submitted a series of strategy documents in 2011 and 2012 to the CAAP which had in common three components: An updated estimate of the cost of implementing outstanding deferred maintenance projects An updated estimate of funds available to cover deferred maintenance projects from: Existing Regular Funds for Building maintenance budgetary allocations; Existing Other Funds, including Rental Income, Hall of the Americas Fund, and Parking Fund; and Additional funds potentially generated by optimizing GS/OAS use of existing space and maximizing rental income from unused office space; Options to generate additional funds to cover the gap between (1) and (2), including: Sale of the Casa del Soldado Sale/leaseback of the F Street Building and construction of smaller structure at C street. Section II: Administration and Management ~ 60 ~

61 Recommendation Status In 2012 the Chair of the CAAP submitted a draft resolution to the CAAP proposing the sale of the Casa del Soldado and allocation of the proceeds to the implementation of deferred maintenance projects, as recommended by the Board of External Auditors. In discussions in the CAAP on the strategy documents described above, no consensus emerged regarding the proposed options to generate additional funds to cover the gap between the estimated funds needed for deferred maintenance and the estimated funds available. Taking account of the above outcome of the deliberations in the Permanent Council during on the Real Property Strategy, the General Secretariat has prepared the Revised Integrated Real Property Strategy for (CP/CAAP/3211/13, dated April 4 th, ). This revised strategy includes the following components: An updated estimate of the cost of implementing deferred maintenance projects; An estimate of the funds available from all existing sources for deferred maintenance; An estimate of the cost to implement remaining deferred maintenance projects for which funds are not available in A list of potential options for funding the outstanding deferred maintenance projects. This new version eliminates from the Strategy the sale of the Casa del Soldado, the conversion of the Ruben Dario conference room into offices, and the option of private events in the Hall of the Americas. The Secretariat continues the implementation of its Real Estate Strategy: Space utilization has been optimized relocating several departments on the GSB 4 th floor to free an estimated 11,785 square feet of office space, which currently on the market. Once this space is leased, at an estimated $40 per square foot, it may generate an estimated $471,400 a year. The Secretariat continues replacing and upgrading deferred maintenance items listed in the Existing Conditions Report. The Secretariat completed the installation of the smoke and fire alarm in the MNB and ADM building for $395,000. It also completed the installation of the skylight in the MNB for $316,000. Finally, it completed upgrades in the Museum with $21,000. The Secretariat is now in the process of requesting proposals to replace 88 windows in the MNB and to upgrade the mechanical and electrical infrastructure of the MNB. These improvements will make the venues compliant with existing regulations, reduce operating costs, and reduce fire risks as well. 1.6 The Board recommends that the OAS continue to improve internal controls in National Offices and, in coordination with the overall review of mandates, evaluate the effectiveness of their support to the mandates and programs of the OAS. Internal controls continue to be strengthened through the revision and streamlining of processes and procedures in close collaboration with DFAMS. Processes that have been revised and changed so far in 2013 include the bank reconciliation process and the Petty Cash procedures for the OGSMS. DFAMS and the coordinating office are studying the processes for Electronic Bank Transfers (EBT) and Check Marking. An Annual Workplan which aims to record the activities of the OGSMS both in support of projects and programs as well as in representation of the GS/OAS in the member states is currently under review. The need to evaluate the effectiveness of the office s support to the mandates and programs of the OAS will be taken into account in this review. Section II: Administration and Management ~ 61 ~

62 Recommendation 1.7 The Board recommends that the IT Governance Committee focus on a sustainable corporate enterprise system. 2.1 The Board recommends the creation of a single, centralized investment committee to provide oversight for all investment funds. The identity and funds of each trust should continue to be maintained within these investments. Status SAF is currently evaluating the feasibility of migrating existing Electronic Business Suite Rel 11 to Release 12, including IPSAS integration altogether with the migration of Oracle Data Base Engine from version 10G to 11G BYOD policies and procedures have been approved. Last phase of the modernization of OAS unified communications system has been approved, including the redefinition of OAS Wireless system. The primary investments of the organization are handled through existing committees: Medical Benefits Trust Fund Committee, Rowe Fund Committee, and the General Secretariat Special Investment Committee. Each of these committees has been given the authority to establish and manage their own investment policy guidelines to address the needs and risk tolerance of the Funds they represent and guard. Notwithstanding their authority and independence, the Board s recommendation has been shared with the Rowe Fund investment committee in June. The same has been shared with the Board of Trustees of the Medical Benefits Trust Fund for their comments and discussion. The General Secretariat is also considering expanding the Special Investment Committee as identified in the Cash Investment Policy document and the Budgetary and financial Rules, section XII.4: Responsibilities for Supervision and Administration of the GS/OAS to include the participation of other General Secretariat areas, as recommended by the Office of the Inspector General. The General Secretariat has drafted an Executive Order to create an oversight investment committee which has been shared with the Board of External Auditors and Assistants for their review and comments. 2.2 The Board recommends that the OAS continue to monitor the potential funding shortfall in the defined benefit pension plan. The OAS Retirement and Pension Fund Committee and the General Secretariat are engaged in an ongoing dialogue regarding rules for participation of staff members in the OASRPF and their impact on a potential future funding shortfall. These concerns were included in discussions during 2013 on proposed revisions of the General Standards on Personnel. 3.1 The Board requests the new Inspector General to complete a full organizational review of OIG operations, and provide the Board with an action plan for improved operations by December 31, The Inspector General presented an updated timeline for an action plan for improved operations during the meeting with the Board of External Auditors in. The Office of the Inspector General drafted the Internal Audit Charter along with other internal audit procedural manuals. 3.2 The Board reaffirms its recommendation of the need for a peer review evaluation to be performed on the Office of Inspector General. The Office of the Inspector General underwent the External Quality Assessment during the first quarter of. Section II: Administration and Management ~ 62 ~

63 External Evaluations and Audits Requested by Donors Table 24 Status of External Evaluations and Audits Requested by Specific Fund Donors Project/Activity Reference Requested by Type of Engagement Period Status Executed Audits 1. Basket Fund - Mission to Support the Peace Process in Colombia (MAPP) MAPP Basket Fund Basket Fund donors Financial audit 01-Jan-2013 to 31- Dec-2013 FINALIZED. UNQUALIFIED OPINION ( CLEAN ). Auditor s report dated April 30,. Programmed Audits 2. Monitoring of the Situation of the Right to Freedom of Expression in the Americas 3. Judicial Facilitators Program in Central America 4. Payment for Ecosystem Services and Sustainable Agriculture for Conservation and Development - Paraguay 5. Innovations in e-government in the Americas 6. Music and Technology Program for Juvenile Offenders Reinsertion in El Salvador SWITZ12/02 Switzerland Financial Audit 08-Aug-2011 to 30 -Nov-2013 NETHE12/01 Netherlands Financial Audit 01-Jan-2013 to 31- Dec-2013 INBRD10/01 IDRC10/01 International Bank for Reconstruction and Development International Development Research Centre (IDRC) Potential Audits Financial Audit 06-May-2010 to 28-Feb-2013 Financial Audit 01-Mar-2010 to 30 -Jun-2013 UNKNG13/04 United Kingdom Financial Audit 01-Mar-2013 to 31 -Oct-2013 Audit process has started. The audit firm has been selected. As per Article 8 of the Agreement it is expected to execute an annual audit for this contribution. The audit completion is expected before September 30,. Donor may request an audit as per Section 2.05 (c) of the Agreement. Donor may request an audit as per Section A15.2 of the Agreement. Donor may request an audit as per Section 3.(1) of the Agreement. 7. Support for the Electoral Observation Mission in Guatemala 2011 SWIDA11/04 Swedish International Development Cooperation Agency (SIDA) Financial Audit 08-Aug-2011 to 30 -Nov-2013 Donor may request an audit as per Article 9 of the Agreement. Section II: Administration and Management ~ 63 ~

64 Table 24 (continued ) Status of External Evaluations and Audits Requested by Specific Fund Donors Project/Activity Reference Requested by Type of Engagement Period Status 8. Modernization and Integration of Haiti s Civil Registry UNDP12/01 United Nations Development Program Financial Audit 15-Jun-2012 to 31- Dec-2013 Donor may request an audit as per Article XI of the Agreement. 9. Strengthening of the Protection and Promotion Capacities of the IACHR and CIDA08/02 Canadian International Development Financial Audit 08-Apr-2008 to 30 -Apr- Donor may request an audit as per Article 4.4 of the Agreement. the IIHR Agency (CIDA) 10. Sustainable Management of the Water Resources of the La Plata Basin with Respect of the Effect of Climate Variability and Change UNEP10/02 United Nations Environment Program Financial Audit 07-Sep-2010 to 30 -Sep- Donor may request an audit as per Paragraphs of the Agreement. 11. Modernize Haiti s Civil Registry III SWITZ13/04 Switzerland Financial Audit 19-Dec-2013 to 30 -Nov- As per Article 3.3 of the Agreement it is expected to execute an annual audit for this contribution. 12. Belize/Guatemala ICJ Legal Fees Fund UNKNG09/02 United Kingdom Financial Audit 10-Apr-2009 to 31 -Dec- Donor may request an audit as per Article 4 (3) of the Agreement. 13. Landmine Victim Assistance in Ecuador and Peru BELGM12/01 Belgium Financial Audit 01-Nov-2012 to 31 -Jan-2015 Donor may request an audit as per amendment letter dated October 3, 2012 (amended article 4.3 of the agreement). Section II: Administration and Management ~ 64 ~

65 Travel Information and Control Measures Table 25 Compliance Report Tickets Purchased using all Funds Figures for this quarter Table 26 Travel Expenditures by Fund Figures for this quarter Quantity % (in USD) % By Traveler Economy Travel 1, % 1,077, % SG, ASG, CPC (*1) % 46, % Authorized Non-Economy % 33, % Non-Authorized Non-Economy (*2) 1 0.1% % Total Travel 1, % 1,157, % (*1) SG=Secretary General, ASG=Assistant Secretary General, CPC=Chair of the Permanent Council (*2) Only one ticket was issued in other than economy without the approval from the SG. This ticket was in economy but included a single segment in other than economy. It was issued in error by a new OWT agent, as the segment in discounted business was cheaper than the one in economy. As a policy, GS/OAS and OWT do not offer fares in business even if they are cheaper and any errors resulting in differences in favor of the GS/OAS are promptly reimbursed by the travel agency. Regular Fund Specific Funds Total (in USD)* % (in USD)* % (in USD)* % Fellow Travel % % % Fares % % % Per Diem % % % Terminal Expenses % % % Other % % % Total % % % Share by Fund 17.6% 82.4% 100.0% * In millions. The Department of Procurement (DP) 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, FEM CIDI, 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. Travel purchased outside Omega World Travel is closely monitored by DP to ensure that reservations are made following the corresponding rules and regulations. From time to time, the Secretary General grants exceptions to VIPs, including high officials, former presidents and foreign ministers, serving as leaders of electoral and special missions. Often, these officials serve pro-bono, at considerable savings for the Organization. Section II: Administration and Management ~ 65 ~

66 Rental Hall of the Americas Table 27 Year-to-Date Financial Information for the Rental Hall of the Americas Statement of Changes in Fund Balance Rental Income Detail - Top 20 renters From January 1, to March 31, From January 1, to March 31, (in USD) (in USD) Renter Amount Increases American University 19,236 Rental income 86,712 The Heights, Inc 11,100 Other income 96 Baker & Hostetler LLP 9,713 Total increases 86,808 Washington OXI Day Foundation 7,849 Institute for Diplomatic Dialogue 5,005 Decreases Chevron Products Company 5,000 Expenditures & Obligations Organizacion de las Mujeres de las Americas. 3,597 Personnel contracts 3,011 * The Latino Student Fund 3,263 Equipment, supplies and maintenance 15,443 International Policy Forum 3,000 Building and maintenance 182,488 Permanent Mission of The Dominican Republic to the OAS 2,530 Performance contracts 25,566 Credit Union National Association (CUNA) 2,462 Other expenses 49,450 Government of Canada 1,564 Total decreases 275,958 ** IICA 1,276 United Nations High Commissioner for Refugees 1,157 Net change during period (189,150) Permanent Mission of Uruguay to the OAS 808 Cash balance at beginning of period 480,028 Permanent Mission of Mexico to the OAS 678 Fund balance 290,878 Inter-American Association of Public Defenders (AIDEF) 430 Raul A. Sonza / Claudia S De Windt 124 * Includes overtime payments to GS/OAS Staff. Open Society Institute 96 ** Includes obligations in the amount of USD 177,232. Permanent Mission of Jamaica to the OAS 50 Other Contributors 7,774 86,712 Section II: Administration and Management ~ 66 ~

67 Information on Conferences and Meetings Table 28 Financial loss in this quarter due to Half-Day Meetings that did not Share Interpretation Costs with Other Meetings A B C D= C * USD 275 E F=D-E Political Body / Area / Language Total number Number of Number of Current Period Same Period Last of Interpreters meetings not Loss* Year Loss* sessions with not shared (USD) (USD) interpretation shared Difference CP and its Committees and Working Groups 2-Lang ,300 12,650 1,650 3-Lang ,650 (1,650) 4-Lang ,200 22,000 13,200 Subtotal ,500 36,300 13,200 CIDI 2-Lang ,100 2,750 (1,650) 3-Lang Lang ,200 2,200 Subtotal ,300 2, GSA/OAS 2-Lang Lang Lang Subtotal GA - General Assembly Preparatory Meetings 2-Lang Lang Lang ,200-2,200 Subtotal ,200-2,200 Other Areas of the GS/OAS 2-Lang ,750 3,850 (1,100) 3-Lang ,650 (1,650) 4-Lang ,400 4,400 Subtotal ,150 5,500 1,650 Total ,150 44,550 17,600 * The cost for a half session at USD 275 per interpreter. Section II: Administration and Management ~ 67 ~

68 Administrative Tribunal Table 29 Administrative Tribunal 1. Number of cases received During the first quarter of, Case No. 300, submitted in August 2013, continued to be dealt with. In addition, on March 13,, Case 301, was submitted. 2. Nature of litigation. Complaint 300 Separation from service. Complaint 301 Separation from service. 3. Decision adopted by the Tribunal Complaint 300 On March 21,, the counsel for the complainant submitted a brief stating that her dispute with the General Secretariat had been settled, and asked the Tribunal to have the Complaint withdrawn. On April 1,, the Tribunal adopted Resolution 377, whereby it decided to accept withdrawal of Complaint No. 300 and ordered the file closed. Complaint 301 The Tribunal will hold its next meeting in the last quarter of to decide on this complaint. 4. Financial implications N/A 5. Risks to the reputation of the Organization N/A 6. Proposed risk-reduction strategy N/A Section II: Administration and Management ~ 68 ~

69 Reform Process Report to be presented in a separate document. Section II: Administration and Management ~ 69 ~

70 Optimization of the use of current OAS Information Technology Workstations Type of Technology Workstations Potential Areas of Use All GS/OAS Areas Services Supported Desktop Applications Core Applications Departmental Applications Collaborative Platforms and Virtual Communities Action Plan Centralize the purchase of all GS/OAS Workstations. Explore ways and means in order to achieve this goal, inter alia, through the creation of a capital fund, taking into consideration Administrative Memorandum 117. In order to better use all the services supported, schedule through DHR with the technical support of SAF/DOITS and through a third party training company, the courseware needed. This training program will need consistent funding. See Annex III Additional Information on Information Technology Capabilities (CAAP/ GT/RVPP-207/13) Period First Quarter Current Activities OAS Workstations status assessment in progress in order to evaluate the number of workstations that should be replaced throughout 2015, in accordance to Administrative Memorandum 117. Introduction ~ 70 ~

71 Mobile Telephony Type of Technology Mobile Telephony Potential Areas of Use All GS/OAS Areas Services Supported Calendar See Page 9 through 11 Additional Information of Information Technology Capabilities (CAAP/GT/ RVPP-207/13) Action Plan Implement a Bring your Own Device strategy (BYOD) in order to securely provide , Calendar and communication services to OAS Personnel through their personal mobile devices. First Quarter Period Current Activities Development and implementation of a Pre-Registration system, in order to allocate on first come first served basis, existing licenses. (70 staff member have already signed up for these services) Configuration and installation of servers needed for the deployment of the solution completed. Multimedia Rooms Type of Technology Multimedia Rooms: GSB-875 GSB-775 GSB-675 GSB-575 GSB-475 Potential Areas of Use All GS/OAS Areas Services Supported Document sharing and editing Collaborative presentation editing Collaborative spreadsheet editing Internet Access Webinars Action Plan Centralize technical support of all Videoconferencing and Multimedia Rooms in SAF/DOITS to provide maintenance services for all communication equipment located in these rooms, allocating the necessary funds. Centralize the administration of all Videoconference and Multimedia Rooms in ASG/DCMM through the provision of a comprehensive calendar of events that will be managed by ASG/DCMM. GSB-TL-74 Interactive Whiteboard Audio-conferencing Introduction ~ 71 ~

72 Period First Quarter Current Activities Assessment of centralized support and maintenance services for multimedia rooms completed. Annual maintenance cost: $20,000. Funds needed to be allocated in order to proceed. New multimedia rooms installed at TL-12 (OAS Retirement Fund) SPA paid for the repairs needed for the multimedia room located at GSB-675. Videoconference Type of Technology Videoconference: GSB-550 GSB-TL-76 MNB - Simon Bolivar Potential Areas of Use All GS/OAS Areas Services Supported All Multimedia Room Services plus Videoconferencing. Action Plan Develop a policy to decide which OAS meetings could be hosted via Videoconference/Virtual Meetings/Webinars taking into consideration: Availability of the Videoconference Rooms: Coordinated by ASG/DCMM, with all the different Secretariats, defining a tentative schedule of the potential meetings that a priori, could be held using these technologies. Define the types of Meetings: In order to define the schedule, classify the potential meetings taking into consideration the need to discuss and edit a document on the screen, number of participants present, number of different locations, need to record audio or video and interpretation/ translation capabilities. Scope and outreach of each meeting. Period Current Activities First Quarter No activities to report. Introduction ~ 72 ~

73 Core Applications Core Applications (20) Applications All GS/OAS Areas See Annex III - Additional Information on Information Technology Capabilities. (CAAP/GT/RVPP- 207/13) Action Plan Continue with Regular Meetings of the Information Technology Governance Committee. Period First Quarter Current Activities IT Governance Committee held on March 20 th regarding Oracle upgrade, migration of Verizon lines and new wireless infrastructure. Departmental Applications Applications See Pages 13 through 15 - Additional Information on Information Technology Capabilities. (CAAP/ GT/RVPP-207/13) Action Plan Continue working with the project evaluation committee, in order to assess the real needs of the Areas regarding the use of technology for application development. Departmental Applications (35) Technical Areas Continue with the technical accreditation program in order to certify third party software providers thus extending GS/OAS software development capabilities. First Quarter Period Current Activities Presentation made to the CESSI (Camara de Empresas de Software y Servicios Informaticos de la República Argentina) in order to continue with the accreditation program of third party software vendors. Four companies under evaluation. Introduction ~ 73 ~

74 Collaborative Platforms and Virtual Communities Collaborative Platforms and Virtual Communities (12) Applications Technical Areas See Pages 13 through 15 - Additional Information on Information Technology Capabilities. (CAAP/GT/RVPP- 207/13) Action Plan SAF/DOITS will develop two workshops to update all Areas of the Organization on the capabilities that these technologies bring to expand these technological tools through the Organization. Period Current Activities First Quarter No activities to report. Offices of the General Secretariat in the Member States (OGSMS) Applications Action Plan Where needed, support National Offices in order to upgrade existing Internet connectivity, to foster the use of existing technologies. National Offices Creation of Videoconference Rooms in key National Offices in order to: Minimize of travel to Member States Strengthen the quality of Videoconferencing Services, to stimulate the use of these technologies and reduce travel costs. Period Current Activities First Quarter Initial assessment of Internet connectivity upgrade costs for OGSMS made with Allied Telecom and AT&T in progress. Introduction ~ 74 ~

75 Detailed Financial Information by Chapter Section III Regular Fund Fund for Indirect Cost Recovery (ICR) Specific Funds, Voluntary Funds and Trust Funds Service and Revolving Funds Section III: Detailed Financial Information by Chapter ~ 75 ~

76 Regular Fund Table 30 Regular Fund - Budget Execution by Chapter and Object of Expenditure Year-to Date A B C=A-B D=B/A E F=A-E G=E/A Approved Year-to-Date (Jan to Mar) Year-End Projections (Jan to Dec) Budget Remaining % Budget % (in thousands of USD) Expenditures Budget Executed Expenditures Variance Executed Chapter 1 - Office of the Secretary General (1)-Personnel 3, , % 3, % (2-9)-Non-Personnel % % Subtotal 3, , % 3, % Chapter 2 - Office of the Assistant Secretary General (1)-Personnel 3, , % 3, % (2-9)-Non-Personnel % % Subtotal 4, , % 3, % Chapter 3 - Principal and Specialized Organs (1)-Personnel 6, , , % 6, % (2-9)-Non-Personnel 4, , , % 4,399.5 (20.2) 100.5% Subtotal 10, , , % 10, % Chapter 4 - Other Entities and Dependencies (1)-Personnel % (16.7) 108.5% (2-9)-Non-Personnel 1, % 1, % Subtotal 1, % 1,456.0 (16.7) 101.2% Chapter 5 - Secretariat for Legal Affairs (1)-Personnel 2, , % 2, % (2-9)-Non-Personnel % (10.7) 110.2% Subtotal 2, , % 2, % Chapter 6 - Secretariat for Multidimensional Security (1)-Personnel 3, , % 3, % (2-9)-Non-Personnel % (44.3) 106.9% Subtotal 4, , % 4, % Section III: Detailed Financial Information by Chapter ~ 76 ~

77 Table 30 (continued ) Regular Fund - Budget Execution by Chapter and Object of Expenditure Year-to Date A B C=A-B D=B/A E F=A-E G=E/A Approved Year-to-Date (Jan to Mar) Year-End Projections (Jan to Dec) Budget Remaining % Budget % (in thousands of USD) Expenditures Budget Executed Expenditures Variance Executed Chapter 7 - Secretariat for Political Affairs (1)-Personnel 4, , % 4,217.5 (177.8) 104.4% (2-9)-Non-Personnel % % Subtotal 4, , , % 4,491.1 (177.8) 104.1% Chapter 8 - Executive Secretariat for Integral Development (1)-Personnel 7, , , % 7, % (2-9)-Non-Personnel 6, , , % 6, % Subtotal 14, , , % 13, % Chapter 9 - Secretariat for External Relations (1)-Personnel 2, , % 2,858.9 (80.7) 102.9% (2-9)-Non-Personnel % (17.6) 104.7% Subtotal 3, , % 3,252.6 (98.3) 103.1% Chapter 10 - Secretariat for Administration and Finance (1)-Personnel 9, , , % 9, % (2-9)-Non-Personnel % (166.6) 135.2% Subtotal 10, , , % 10,300.0 (18.1) 100.2% Chapter 11 - Basic Infrastructure and Common Costs (1)-Personnel % (2-9)-Non-Personnel 12, , , % 12, % Subtotal 12, , , % 12, % Chapter 12 - Conferences and Meetings Management (1)-Personnel 2, , % 3,159.6 (274.4) 109.5% (2-9)-Non-Personnel 1, , % 1, % Subtotal 4, , , % 4,702.8 (266.1) 106.0% Section III: Detailed Financial Information by Chapter ~ 77 ~

78 Table 30 (continued ) Regular Fund - Budget Execution by Chapter and Object of Expenditure Year-to Date A B C=A-B D=B/A E F=A-E G=E/A Approved Year-to-Date (Jan to Mar) Year-End Projections (Jan to Dec) Budget Remaining % Budget % (in thousands of USD) Expenditures Budget Executed Expenditures Variance Executed Chapter 13 - Offices and Units of the General Secretariat in the Member States (1)-Personnel 5, , , % 5,502.2 (237.4) 104.5% (2-9)-Non-Personnel % 1,025.0 (168.0) 119.6% Subtotal 6, , , % 6,527.3 (405.5) 106.6% Chapter 14 - Compliance Oversight Management Bodies (1)-Personnel % % (2-9)-Non-Personnel % % Subtotal 1, % 1, % TOTAL 82, , , % 82, % Section III: Detailed Financial Information by Chapter ~ 78 ~

79 Fund for Indirect Cost Recovery (ICR) Table 31 Fund for Indirect Cost Recovery (ICR) - Budget Execution by Chapter and Object of Expenditure Year-to Date A B C=A-B D=B/A E F=A-E G=E/A Approved Year-to-Date (Jan to Mar) Year-End Projections (Jan to Dec) Budget Remaining % Budget % (in thousands of USD) Expenditures Budget Executed Expenditures Variance Executed Chapter 2 - Office of the Assistant Secretary General (2-9)-Non-Personnel % % Chapter 3 - Principal and Specialized Organs (1)-Personnel % % (2-9)-Non-Personnel % % Subtotal % % Chapter 5 - Secretariat for Legal Affairs (2-9)-Non-Personnel % % Chapter 6 - Secretariat for Multidimensional Security (1)-Personnel % % (2-9)-Non-Personnel (8.9) 289.4% 41.6 (36.9) 885.1% Subtotal 1, % % Chapter 7 - Secretariat for Political Affairs (1)-Personnel % (39.0) 107.2% (2-9)-Non-Personnel (15.3) 230.8% (102.8) 978.6% Subtotal % (141.8) 125.6% Chapter 8 - Executive Secretariat for Integral Development (1)-Personnel % (90.5) 154.6% (2-9)-Non-Personnel % (11.1) 106.3% Subtotal % (101.6) 129.7% Section III: Detailed Financial Information by Chapter ~ 79 ~

80 Table 31 (continued ) Fund for Indirect Cost Recovery (ICR) - Budget Execution by Chapter and Object of Expenditure Year-to Date A B C=A-B D=B/A E F=A-E G=E/A Approved Year-to-Date (Jan to Mar) Year-End Projections (Jan to Dec) Budget Remaining % Budget % (in thousands of USD) Expenditures Budget Executed Expenditures Variance Executed Chapter 9 - Secretariat for External Relations (1)-Personnel % % (2-9)-Non-Personnel % % Subtotal % % Chapter 10 - Secretariat for Administration and Finance (1)-Personnel 1, , % 1, % (2-9)-Non-Personnel % (231.5) 292.9% Subtotal 2, , % 2,169.1 (56.0) 102.7% Chapter 11 - Basic Infrastructure and Common Costs (2-9)-Non-Personnel % % Chapter 13 - Offices and Units of the General Secretariat in the Member States (1)-Personnel % % (2-9)-Non-Personnel % % Subtotal % % Chapter 14 - Compliance Oversight Management Bodies (2-9)-Non-Personnel % % TOTAL 5, , , % 5, % Section III: Detailed Financial Information by Chapter ~ 80 ~

81 Specific Funds, Voluntary Funds, and Trust Funds Table 32 Year-to-Date Statement of Changes in Cash Balance - Specific Funds, Voluntary Funds, and Trust Funds (in thousands of USD) Specific Funds Voluntary Funds (FEMCIDI) Trust for the Americas Trust Funds Medical Benefits Trust Fund Leo S. Rowe Fund Chapter 1 - Office of the Secretary General Beginning cash balance 01/ Add: contributions / pledges Add: other net income / payments * Less: expenditures Ending cash balance 3/ Chapter 2 - Office of the Assistant Secretary General Beginning cash balance 01/ Add: contributions / pledges Add: other net income / payments * Less: expenditures Ending cash balance 3/ Chapter 3 - Principal and Specialized Organs Beginning cash balance 01/ Add: contributions / pledges Add: other net income / payments * Less: expenditures Ending cash balance 3/ Chapter 4 - Other Entities and Dependencies Beginning cash balance 01/ , Add: contributions / pledges Add: other net income / payments (a) - - (10.0) - - Less: expenditures - - 1, Ending cash balance 3/ , * Other net income / payments includes one or more of the following: interest income, net in/out transfers, net refunds and other payments. Section III: Detailed Financial Information by Chapter ~ 81 ~

82 Table 32 (continued ) Year-to-Date Statement of Changes in Cash Balance - Specific Funds, Voluntary Funds, and Trust Funds (in thousands of USD) Specific Funds Voluntary Funds (FEMCIDI) Trust for the Americas Trust Funds Medical Benefits Trust Fund Leo S. Rowe Fund Chapter 5 - Secretariat for Legal Affairs Beginning cash balance 01/ Add: contributions / pledges Add: other net income / payments * (50.6) Less: expenditures Ending cash balance 3/31 1, Chapter 6 - Secretariat for Multidimensional Security Beginning cash balance 01/ Add: contributions / pledges Add: other net income / payments * (0.2) Less: expenditures Ending cash balance 3/ Chapter 7 - Secretariat for Political Affairs Beginning cash balance 01/01 (0.1) Add: contributions / pledges Add: other net income / payments * (1.7) Less: expenditures Ending cash balance 3/ Chapter 8 - Executive Secretariat for Integral Development Beginning cash balance 01/01 (226.3) 8, ,632.1 Add: contributions / pledges Add: other net income / payments * (0.4) Less: expenditures Ending cash balance 3/31 (233.4) 8, ,715.8 Chapter 9 - Secretariat for External Relations Beginning cash balance 01/01 4, Add: contributions / pledges 1, Add: other net income / payments * Less: expenditures 1, Ending cash balance 3/31 4, * Other net income / payments includes one or more of the following: interest income, net in/out transfers, net refunds and other payments. Section III: Detailed Financial Information by Chapter ~ 82 ~

83 Table 32 (continued ) Year-to-Date Statement of Changes in Cash Balance - Specific Funds, Voluntary Funds, and Trust Funds (in thousands of USD) Specific Funds Voluntary Funds (FEMCIDI) Trust for the Americas Trust Funds Medical Benefits Trust Fund Leo S. Rowe Fund Chapter 10 - Secretariat for Administration and Finance Beginning cash balance 01/01 4, Add: contributions / pledges Add: other net income / payments * Less: expenditures 1, Ending cash balance 3/31 4, Chapter 11 - Basic Infrastructure and Common Costs Beginning cash balance 01/01 24, Add: contributions / pledges 1, Add: other net income / payments * Less: expenditures 3, Ending cash balance 3/31 21, Chapter 12 - Conferences and Meetings Management Beginning cash balance 01/01 5, Add: contributions / pledges 1, Add: other net income / payments * 1, Less: expenditures 3, Ending cash balance 3/31 5, Chapter 13 - Offices and Units of the General Secretariat in the Member States Beginning cash balance 01/01 25, Add: contributions / pledges 2, Add: other net income / payments * (15.0) Less: expenditures 2, Ending cash balance 3/31 26, Chapter 14 - Compliance Oversight Management Bodies Beginning cash balance 01/ Add: contributions / pledges Add: other net income / payments * Less: expenditures Ending cash balance 3/ * Other net income / payments includes one or more of the following: interest income, net in/out transfers, net refunds and other payments. Section III: Detailed Financial Information by Chapter ~ 83 ~

84 Table 32 (continued ) Year-to-Date Statement of Changes in Cash Balance - Specific Funds, Voluntary Funds, and Trust Funds (in thousands of USD) Specific Funds Voluntary Funds (FEMCIDI) Trust for the Americas Trust Funds Medical Benefits Trust Fund Leo S. Rowe Fund Resolution CP 831/2002 Beginning cash balance 01/01 2, Add: contributions / pledges Add: other net income / payments * (53.8) Less: expenditures Ending cash balance 3/31 2, Unprogrammed Funds Beginning cash balance 01/01 6, Add: contributions / pledges Add: other net income / payments * Less: expenditures Ending cash balance 3/31 5, Other Beginning cash balance 01/01 9, , Add: contributions / pledges 5, Add: other net income / payments * (2,422.9) - - 4, Less: expenditures , Ending cash balance 3/31 13, , ALL CHAPTERS Beginning cash balance 01/01 84, , , , ,632.1 Add: contributions / pledges 12, Add: other net income / payments * (189.5) - (10.0) 4, Less: expenditures 11, , , Ending cash balance 3/31 85, , , , ,715.8 * Other net income / payments includes one or more of the following: interest income, net in/out transfers, net refunds and other payments. Section III: Detailed Financial Information by Chapter ~ 84 ~

85 Service and Revolving Funds Table 33 Year-to-Date Statement of Changes in Cash Balance - Service and Revolving Funds A B C D E = B + C -D F = A + B+ C - D Beginning Cash Other Net Ending Cash Balance Income / Net Change Balance (in thousands of USD) Jan. 01, Contributions Payments ** Expenditures Mar. 31, BIMS Account - Building Maintenance (AG/RES. 2157) (9.7) 33.8 Building Management & Maintenance (Fund 125) ,016.9 (119.4) Central Administration (Fund ) Common Cost Revolving (Fund 606) (199.0) Legal Settlements/Restitutions (Fund 603) Parking Services (Fund 706) Provision of Training Services (620) (63.9) Rental Hall of the Americas (Fund 707) (11.9) Renovation of the GSB (Fund 503) Specific Fund Termination Reserve Fund (Fund 604) Tax Equalization (Fund 121) (807.1) (773.1) Technical Areas (Fund 605) (10.5) Other (27.7) (58.1) (85.8) TOTAL * 3, , ,931.8 (1,242.0) 2,234.8 * Excludes Fund for Indirect Cost Recovery (ICR) ** Other net income / payments includes one or more of the following: interest income, net in/out transfers, net refunds and other payments. Section III: Detailed Financial Information by Chapter ~ 85 ~

86 Section IV Programmatic Results By Subprogram Section IV: Programmatic Results ~ 86 ~

87 Programmatic Results by Subprogram (External Links) Report Name (click on report name below for external link) Programmatic Results by Subprogram Section IV: Programmatic Results ~ 87 ~

88 Section V Statutory GS/OAS Financial Reports Regular Fund, Specific Funds, ICR and Service Funds Section V: Statutory GS/OAS Financial Reports ~ 88 ~

89 Statutory GS/OAS Financial Reports (External Links) Fund Report Name Description (click on report name below for external link) 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 Quota Payments Compliance Report Detailed Regular Fund budget execution and transfers between chapters at the object of expenditure level. Regular Fund quota collections and balances due from Member States. Payment status of Member States quota assessment to the Regular Fund. Regular Fund Cash Flow Inflows and outflows (cash activity) by month through March 31,. Specific Funds Specific Funds: Statement of Changes in Fund Balance Detailed report sorted by Chapter, Subprogram and Project for specific contributions. Includes consolidation by projects. Specific Funds: Expenditures by Donor and Chapter Refers to expenditures incurred during by donor and Chapter. Detail / Detalle Specific Funds: Contribution from Other Institutions Specific Funds: by Programmatic Pillar Contributions to the OAS from Foundations, Civil Society Organizations and Other Private Entities by Donor and Subprogram. Detailed report by programmatic pillar, sorted by Chapter and Subprogram. Specific Funds: Signed Donor Agreements Donor agreements signed year-to-date through March 31,. OAS Country Offices: Statement of Changes in Fund Balance Detailed report on the financial activity and fund balances of OAS Country Offices. Resolution CP/RES. 831 (1342/02) Statement of supplementary appropriations pursuant to Resolution CP/Res Service and Revolving Funds Fund for Indirect Cost Recovery (ICR) Service and Revolving Funds: Statement of Changes in Fund Balance Detail of ICR collections and budget execution by Chapter and Subprogram. Detailed activity by Chapter and Subprogram for service and revolving funds (Building Management and Maintenance, Tax Equalization, Parking Services, Indirect Cost Recovery, and others). Section V: Statutory GS/OAS Financial Reports ~ 89 ~