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OAS Quarterly Resource Management ReportDecember 31, 2012

(Preliminary and unaudited)

Secretariat for Administration and Finance

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What’s new in this Quarterly Report

– Enhanced Executive Summary (Overview of RF and ICR budgetary execution highlighted)

– Section I• “SAF Efficiencies and improvements” are presented in table

format.

• New tables distinguish between budgeted funds (RF and ICR) and non-budgeted funds (Specific, Voluntary, and Service Funds).

– Section II• Financial and human resource information grouped and

consolidated by Chapter and Subprogram.

 

INTRODUCTION

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INTRODUCTION

Executive Summary Overview of the financial situation of the General Secretariat (December 31, 2012)

(in millions of USD )Fund

BeginningCash Balance

NetIncreases Expenditures

EndingCash Balance

Specific Funds 77.8 63.5 62.6 78.7 Service Funds (excluding ICR) 3.9 14.4 17.9 0.4

Changes in Cash Balances for Specific and Service Funds

(in millions of USD)Fund Budget Income Obligated Expended

UnobligatedBudget

Regular Fund 85.4 81.7 83.6 82.4 1.8 (1) Personnel‐ 54.6 53.3 53.2 1.3 (2 9) Non Personnel‐ ‐ ‐ 30.8 30.3 29.2 0.5

Budgetary Execution for Regular Fund

(in millions of USD)Fund Budget Income Obligated Expended

UnobligatedBudget

ICR 5.2 6.7 5.2 5.1 - (1) Personnel‐ 3.7 3.7 3.6 - (2 9) Non Personnel‐ ‐ ‐ 1.5 1.5 1.5 -

Budgetary Execution for Indirect Cost Recovery (ICR) Fund

* For baselining purposes only as 2012 is a transition period.

** Includes contributions, transfers, interests, returns and other income.

**

**

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REGULAR FUND RESERVE 12/31/12

Regular Fund Reserve Fund Balance

*

* Amount to be financed by quota receivables from member states.

*

(in millions of USD)

Beginning Fund Balance (2.9)

Plus: Income 85.4 81.7

Less: Expenses & Obligations 85.4 83.6

Ending Fund Balance (4.8)

2012 Approved Budget

Actual Jan - 2012

to Dec - 2012

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REGULAR FUND RESERVE 1/2/13

Regular Fund Reserve Fund Balance

**

* Amount to be financed by quota receivables from member states.

** Payment received from member state on January 2, 2013.

(in millions of USD)

Beginning Fund Balance (2.9) (4.8)

Plus: Income 85.4 81.7 4.2

Less: Expenses & Obligations 85.4 83.6 0.0

Ending Fund Balance (4.8) (0.6)

2012 Approved Budget

ActualJan 1, 2013 - Jan 2, 2013

Actual Jan - 2012

to Dec - 2012

*

**

*

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ICR OVERVIEW

ICR Statement of Changes in Fund Balance (comparative)

Actual ActualJan-12 to Jan -11 to

(in millions of USD) Dec-12' Dec-11'

Beginning Fund Balance 0.1 1.5

Plus: Income 6.7 6.8

Less: Expenses & Obligations 5.2 8.1

Regular Fund Administrative Support & Others 1.5 0.1

Ending Fund Balance 0.1 0.1

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Executive Summary

Inflows and Outflows of Funds (comparative)(December 31, 2012)

(in millions of USD )GS/OAS Increases 2012 2011Quota payments 79.2 79.3 Less: prompt payment credits (0.4) (0.5)Donor Contributions 64.4 60.7 Pledges to Voluntary Fund 1.5 1.8 Interest Earnings 1.0 1.2 Regular Fund Administrative and Technical Support 1.5 - Indirect Cost Recovery 6.7 6.8 Rental 2.8 2.2 Service and Trust Funds Income 34.5 35.8 Other income and refunds 2.5 2.7 Subtotal 193.7 189.9 Interfund transactions (25.8) (24.5)

Total 167.9 165.4

Increases in Regular, ICR, Voluntary, Specific, Service and Trust Funds GS/OAS Decreases by fund(in millions of USD )Regular and ICR: Expenditures and Obligations 2012 2011Regular Fund 83.6 83.1 ICR 5.2 8.1

Specific Funds 62.6 72.3 Service and Trust Funds (excluding ICR) 33.9 37.1 Voluntary Fund 0.1 2.7 Subtotal all Funds 185.4 203.3 Interfund transactions (25.8) (24.5)All Funds net decreases 159.6 178.8

Specific, Service, Voluntary and Trust Funds: Expenditures

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FINANCIAL HIGHLIGHTS

Specific Funds (From Jan. 1, 2012 to Dec. 31, 2012)

Amounts by DonorExecution Distribution by Program

Program Execution(in millions of USD)

Chapter 5 - Secretariat for Multidimensional Security 21.5Chapter 6 - Secretariat for Political Affairs 16.5Chapter 7 - Secretariat for Integral Development 11.1Other 13.5Total 62.6

Execution Distribution by ProjectProject Execution

(in millions of USD)MAPP/ Support Peace Process in Colombia 7.0 Civil Registry - Haiti 2.9 Port Security 2.6 AICMA/ Mine Action Program - Colombia 2.2 Sustainable Management in La Plata Basin 1.6 Other 46.3 Total 62.6

Donors (in millions of USD)United States 22.3 Canada 20.6 Netherlands 4.4 Spain 3.2 United Nations 1.6 Germany 1.4 European Union 1.1 Mexico 0.9 Norway 0.6 Bolivia 0.5 Other Member States 2.4 Others 5.5 Total 64.4

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Quotas: Assessment vs. Actual Payment (as of December)

FINANCIAL HIGHLIGHTS

64.065.6

70.4

74.7

78.0 77.579.1

77.478.5

81.1

73.7 73.7

77.378.6

81.0

78.8

2005 2006 2007 2008 2009 2010 2011 2012

YEAR

Assessment Current

**

* Does not include payments of Uruguay and Venezuela received January 2013.

Prompt Payment Credits Earned(as of December)

YearNumber of

Member StatesCredits earned

in USD2008 16 443,312 2009 12 460,732 2010 14 540,351 2011 14 422,274 2012 13 336,945

Prompt Payment Credits Earned(as of December)

FINANCIAL HIGHLIGHTS

%Number of

Member States

Credits applied to

2012 %Number of

Member States

Credits applied to

2013JAN 3 1 1,884 3 4 324,429 FEB 2 5 26,176 2 8 331,963

MAR 2 6 26,910 1 13 336,945 APR 2 14 422,274 0 15 336,945

20122011

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FINANCIAL HIGHLIGHTS

* Payments received prior to January 31, 2013.

** Balance as of January 31, 2013.

*

*

**

Member State with Payment Plan Balance Due Member States without Payment Plan Balance DueJamaica 18,975 Antigua and Barbuda 26,667 Nicaragua 79,896 Brazil 138,564 Venezuela 4,196,701 El Salvador 93,000

Grenada 75,582 Haiti 27,700 St. Vincent and the Grenadines 17,930 Uruguay 174,600

Subtotal 4,295,572 Subtotal 554,043

Grand total 12/31/12 4,849,615

Grand total 1/31/13 478,314

Quota Balance Due from Member States as of December 31, 2012(in USD)

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FINANCIAL HIGHLIGHTS

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FINANCIAL HIGHLIGHTSImpact Expected Efficiency Expected Result

DPMaximize cost reductions from large purchases. Request Best and Final Offers (BAFO's) for as a many as possible

BIDs.

New Petty Cash Policy implemented and functioning effectively

SAF-wide

Automated Travel Expense Claim (TEC) system implemented and functioning robustly

Reduce cost of travel expense claims (TEC) processing : -claim preparation, -review for adherence to the Organization rules,-processing,-paying or collecting settlements, -archiving and auditing.

Minimize Cases of Procurement Rules non compliance

SAF-wideReduce cost of processing National Office bank account reconciliations

Bank reconciliation documentation uploaded electronically to National Offices Collaborative Space (NOCS) for shared use by OGSMS and DFAMS

SAF-wideReduce cost of processing, reconciling and replenishing petty cash.

SAF-wideDevelopment of a new version of the Quarterly Report, based on results.

Quarterly reports including information on achieved results in every area of the Organization.

SAF-wideAutomate routine procurement transactions to free staff resources for high value-added activities

SAF-wide

Reduce time and cost of providing accurate, detailed data on Human Resources to management, accounting and payroll system, staff and Member States.

OAS Personnel Data Base (OPDB) Integrated with OASES database and with Results Based Contracting System (RBCS). Organization chart fully updated.

DFAMS

Reduce the cost of routine accounting transactions through standardization and automation of data inputs from Technical Areas processed by DFAMS.

Form 100, a macro-based tool developed in-house by DFAMS, implemented with automated controls to prepare input of routine project accounting transactions into the OAS ORACLE system.

SAF-wide Reduce costs of Utilities Services. Reduced Energy and Water Consumption.

Impact Expected Efficiency Expected Result

DPReduce cost Management of Purchase Order Archives. Electronic filing for Purchase Orders implemented.

DPEAutomation of production of budget data. Proposed and approved budget produced through the Planning

and Control System.

DPEAvailability of the Execution Monitoring Module in the Planning and Monitoring System.

Information on achieved results and their costs regularly available.

DOITSReduce energy consumption by workstations. OAS Workstation Energy Management System (OWEMS) policies

and procedures implemented.

DPReduce costs incurred in procurement from most recurrent and key Vendors/Suppliers.

Establish additional corporate and service level agreements for recurrent goods and services.

DPEAvailability of information on programmed results integrated to the budget.

Results-based budget as main tool for budgetary decisions.

DPEIncreased proportion of projects executed by the Organization subject to monitoring and evaluation processes.

100% of the projects subject to monitoring and evaluation.

DOITSReduce cost of telecommunications services/improve efficiency and response time of the OAS internal network.

Voice Over Internet Protocol (VOIP) telephone system with integrated videoconferencing facilities installed.

DOITSIncrease Cyber Security awareness in Member States fostering specific capacity building in order to prevent/mitigate cyber security threats.

Cyber Security Incident Management Exercise operational.

DHRMore efficient and transparent human resources policies, including a competitive recruitment process for staff of the GS/OAS.

Revised Comprehensive Human Resources Strategy, including the modification of the General Standards, approved by the CAAP and the Permanent Council.

DHR

Reduce cost of the recruitment and selection process for staff positions at the GS/OAS through automation.

Taleo, a customized electronic tool to be used in the GS/OAS competition process.

Impact Expected Efficiency Expected Result

DGS

Improve efficiency and structural integrity of maintenance of the GSB garage.

Complete installation of water-tight polyurethane membrane in 3rd level of GSB garage repair (other levels completed in 2010)

DGS Improvement of Buildings Security. Installation of New Parking Cameras in MNB Parking lots

DHR

Competitive and transparent recruitment system. All new hires to be made through a competitive process.

Replace skylight structure over the MNB patio, eliminate ongoing water infiltration damage to MNB structure, and reduce energy consumption due to improved insulation.

DGSReduce cost of addressing deferred maintenance issues contained in the Existing Conditions Report (ECR) and reduce energy costs

Improve HVAC equipment and reduce energy cost

DGS Reduce cost of Utilities Services

Obsolete HVAC and water heating equipment in MNB and ADM replaced with modern energy efficient equipment;

Complete energy-saving program required to obtain the Leadership in Energy and Environmental Design (LEED) certification for the General Secretariat Building (GSB)

DGSReduce cost of operating centralized multifunctional printer/scanner/fax devices.

Creation of individualized user profiles will eliminate manual adjustment and updates of devices

DGS

OGSMS

Reduce cost to OGSMS of providing support to projects executed in the field.

Cost Sharing Policy of the Offices of the General Secretariat in the Member States (OGSMS) to allow offices to share space with projects while recouping some costs associated with office space.

Increase Rental income Improve the procedures to manage Special Events