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External sources (not reviewed)

[...] world, in the foyer of a public building.

The process of development of the system-wide action plan was organized around two phases during which consultations, facilitated by UN-Women, engaged 51 entities, United Nations secretariat departments and offices, and inter-agency coordination bodies, often involving multiple consultations with each entity.

Consultations were tailored to specific entities, including: individual departments and offices throughout the Secretariat; specialized agencies and inter-agency bodies; the United Nations Evaluation Group; the representatives of internal audit services of the United Nations organizations; and the Joint Inspection Unit.

[...] vertical campus: lobby, coffee shop, [...] [...]

[...] [...] the reception hall of the Miollis [...] [...]

The building layout follows the turning street that shapes the site with an 8-story business building on the south and a 3-story community centre on the north, connected by a public lobby with 3-stories.

It was noted that, when managers considered chiller replacement in an environment of hard resource constraints, more critical and potential revenue generating projects (for example upgrading the foyer of a tourist hotel) were given priority over marginal cost saving projects (like chiller replacement).

The current UNOPS threshold has been accepted [...] [...]

[...] [...] together with the Office of Information and Communications Technology, to validate the prioritization of business processes at departmental level, train managers [...] [...]

[...] [...] Agency (JICA) Tokyo Metropolitan [...] [...]

He also drew attention to the report of the Independent Audit Advisory Committee (IAAC) on internal oversight: proposed programme budget for the biennium 2012-2013 (A/66/85); the note by the Secretary-General transmitting the report of the Joint Inspection Unit (JIU) entitled “Review of management and administration in the United Nations Office on Drugs and Crime” (A/66/315) and the comments of the Secretary-General and of the United Nations System Chief Executives Board for Coordination (CEB) (A/66/315/Add.1 and Add.1/Corr.1); the note by the Secretary-General transmitting the JIU report entitled “Policies and procedures for the administration of trust funds in the United Nations system organizations” (A/66/348) and the comments of the Secretary-General and of CEB (A/66/348/Add.1); and the report of the Office of Internal Oversight Services (OIOS) on the review of the organizational framework of the public information function of the Secretariat (A/66/180).

[...] independent study commissioned [...] [...]

The Advisory Committee was informed that the incumbent would be responsible for coordinating and liaising with various offices and entities, including with the Office of Information and Communications Technology to address issues related to the hosting of the system; the vendor in relation to the technical matters and upgrading of equipment; the Department of Safety and Security for perimeter security access control; the Umoja project team for human resources data and asset management; the International Criminal Police Organization (INTERPOL) for a lost or stolen travel document database; and the International Civil Aviation Organization.

[...] [...] education of women of African descent.

The outputs to be delivered under this component are set out in paragraph 29C.35 of the budget document, and include the provision of a wide array of training programmes designed to build and sustain the Organization’s leadership and managerial capacity; improve the human and financial resources management expertise of programme managers and staff with administrative responsibilities; upgrade the information technology skills of Secretariat staff; build and strengthen linguistic capabilities; and support career development and upgrade substantive skills.

[...] [...] Monaco, Pakistan, Solomon Islands, Suriname, [...] [...]

The net decrease reflects reductions under most objects of expenditure, including $242,800 under consultants, mainly as a consequence of the increased use of in-house expertise, where possible; $104,700 under experts, resulting mainly from concerted efforts to combine meetings or reduce the number of experts and the duration of meetings, whenever possible; $121,200 under travel of staff, mainly attributable to increased utilization of video conferencing, combining trips and/or reducing the duration of travel as much as possible; $460,800 under contractual services, primarily owing to increased utilization of electronic means of disseminating publications; $111,000 under furniture and equipment, reflecting reduced requirements for the replacement of furniture and office equipment resulting from extending the lifespan of furniture and equipment; and $781,600 under grants and contributions, mainly owing to the termination of the contract with the International Computing Centre.

[...] [...] Programme (KESSP), the education sector’s plan to materialize Vision 2030: strengthening the planning, monitoring and evaluation of the education system through EMIS; enhancing the education sector responses to HIV and AIDS; improving [...] [...]