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External sources (not reviewed)

[...] Division of the Comptroller take the necessary [...]

[...] [...] Division of the Comptroller (ADM/DCO) and [...]

[...] [...] 2004, the FABS rollout contributed to reducing the related temporary assistance costs in ADM/DCO by [...] [...]

[...] agree and their accounting treatment is [...]

(b) To obtain expertise in specific areas not available internally within the United Nations system, such as emerging issues; new and changed IPSAS standards; accounting policy diversity study issues; donor reporting; United Nations Joint Staff Pension Fund accounting treatment; financial instruments with specific guidance; and the system-wide review process for 2012.

[...] [...] the Division of the Comptroller (DCO).

We appreciate that DCO staff devote considerable effort to finalizing the accounts [...] [...]

[...] processes and the accounting treatment of [...] [...]

[...] [...] Division of the Comptroller (DCO) has become the Bureau of the Comptroller (BOC), a [...] [...]

The transfer of responsibility from HRM and DCO to the Administrative Units in the Sectors and the travellers has already diminished the administrative cost of travel and speeded up procedures.

Challenges: With the introduction of FABS and the lack of necessary resources, the capacity of the Division to monitor and perform post facto checks on transactions (especially those in the field locations) was limited.

The Board has made recommendations to address these deficiencies, considering that the valuation of expendable property and its accounting treatment will be changed with the implementation of IPSAS.

Under the accounting method used to report [...] [...]

This case is an example of excellent cooperation between UNESCO management, IOS and the External Auditor and points to the need for management to strengthen administrative capacity and DCO to fully exercise its responsibilities.

Major recommendations were issued to DCO to improve the financial and expenditure controls of field offices, and to HRM to conduct training for key field office staff and management.

The new organizational structure of DCO presently being examined proposes to create a unit with specific responsibilities for management reporting and control.

The administration costs should include direct and indirect costs incurred in all departments involved with the MBF including the medical sector, HRM, DCO, DIT, IOS and LEGAL, the actuary, consultants, supplies and material, etc.

To resolve these problems, the Secretariat engaged an external consulting firm to work with DCO and find a way to bring FABS implementation to a steady state as quickly as possible.

The treatment of donated rights to use, where there are differing views on whether control and use of the asset in question requires it to be treated as an asset of the organization.

In introducing document 180 EX/35, the representative of the Secretariat briefly highlighted the following: (a) the accounting treatment of unfunded liabilities under UNSAS requires a Note disclosure to the financial accounts whereas under IPSAS, full recognition is necessary of the liabilities to be reflected on the Statement of financial position or Balance Sheet.

In its report, the Board noted various presentation shortcomings in accounting and disclosure items, which UNOPS subsequently adjusted in its financial statements, and recommended that UNOPS implement controls to improve its financial statements preparation process (A/63/5/Add.10, paras. 171 and 172).

[...] division and the Comptroller in regard to [...]

[...] was the result of an automatic generation of the [...]

The full integration of UBO in FABS facilitates real-time oversight of all its operations which, similar to those of all other Secretariat units, are now subjected to the system’s built-in controls, including many of those recommended by IOS and the External Auditor for improvement of the Brasilia Office’s budgetary and financial management.

UNEP has also implemented the Board’s recommendation to disclose the applied accounting treatment within the Notes to the accounts.

In our opinion there is an urgent need for UNESCO to establish a finance committee with representation from senior management to ensure better coordination between BB, DCO, the central services and field offices.

Based on the above, the Board considers that the United Nations system accounting standards provide limited ground to support the accounting treatment exposed in note 2 (d) (v) to the financial statements.

[...] [...] changed with the implementation of IPSAS.

In 2002, significant expenditures were incurred to implement FABS which included: $1.3 million for training; $1.4 million for consultancy costs to maintain the system until June 2002; and $400,000 for consultancy costs to ascertain the nature, extent and resolution of current backlog problems with FABS being encountered by the DCO and to help with re-engineering working practices and procedures, including the preparation of an accounting manual.