UNU Work Programme and Budget Estimates for the 2018-2019 Biennium

UNU/C/68/LP.07A

UNU Work Programme and Budget

Estimates for the 2018-2019 Biennium

Distr.: Limited 4 December 2017

Original: English

Council of the United Nations University Sixty-eighth Session

4 – 5 December 2017 Tokyo, Japan

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Contents

PAGE PARAGRAPH

I. OVERVIEW OF THE WORK PROGRAMME AND BUDGET FOR B2018-2019 4 1-3

PRIORITIES 2018-2019 4 4-15

II. ORGANISATION OF THE UNITED NATIONS UNIVERSITY B2018-2019 6

UNU ORGANISATIONAL CHART 6 16

GOVERNANCE 7 17-27

UNU CENTRE 8 28-32

DESCRIPTION OF UNU INSTITUTES 9 33-49

III. BUDGET OF THE UNITED NATIONS UNIVERSITY B2018-2019 13

OVERVIEW 13 50-55

EXPENDITURE ESTIMATES 15 56-80

INCOME ESTIMATES 22 81-102

BUDGET FOR MANAGING AND MAINTAINING THE UNU HEADQUARTERS BUILDING IN TOKYO 28 103-107

FOREIGN EXCHANGE EXPOSURE 30 108-110

BUDGET AUTHORISATIONS GIVEN BY THE UNU COUNCIL TO THE RECTOR 30 111

IV. WORK PROGRAMME OF THE UNITED NATIONS UNIVERSITY B2018-2019 31

UNU-BIOLAC PROGRAMME AND BUDGET 2018-2019 32

UNU-CPR PROGRAMME AND BUDGET 2018-2019 34

UNU-CRIS PROGRAMME AND BUDGET 2018-2019 36

UNU-CS PROGRAMME AND BUDGET 2018-2019 39

UNU-EGOV PROGRAMME AND BUDGET 2018-2019 42

UNU-EHS PROGRAMME AND BUDGET 2018-2019 44

UNU-FLORES PROGRAMME AND BUDGET 2018-2019 47

UNU-GCM PROGRAMME AND BUDGET 2018-2019 50

UNU-IAS PROGRAMME AND BUDGET 2018-2019 53

UNU-IIGH PROGRAMME AND BUDGET 2018-2019 56

UNU-INRA PROGRAMME AND BUDGET 2018-2019 59

UNU-INWEH PROGRAMME AND BUDGET 2018-2019 62

UNU-MERIT PROGRAMME AND BUDGET 2018-2019 64

UNU-WIDER PROGRAMME AND BUDGET 2018-2019 67

V. SUMMATIVE WORK PROGRAMME TABLES AND GRAPHS B2018-2019 70

WORK PROGRAMME B2018-2019 BY UNU INSTITUTE 70 112

RESEARCH PROGRAMME THEMES 73 113

EXPENDITURE FOR ACADEMIC ACTIVITIES BY UNU INSTITUTE 74 114

INTERNAL COLLABORATION MATRIX B2018-2019 75 115

EXTERNAL COLLABORATION MATRIX B2018-2019 76 116

EXPENDITURE B2018-2019 BY BUDGETARY FUND 78 117

ANNEXES 79

ANNEX I: SUMMARY TABLE OF THE UNU BUDGET PROPOSAL FOR B2018-2019 79

ANNEX II: SUMMARY TABLE OF THE UNU BUDGET PROPOSAL FOR B2018-2019 (BY YEAR) 80

ANNEX III: UNU STAFFING TABLE COMPARISON OF FUNDED POSTS BETWEEN INITIAL B2016-2017 AND ESTIMATED B2018-2019 BY LOCATION AND LEVEL

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ANNEX IV: UNU STAFFING TABLE FOR ESTIMATED B2018-2019 82

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List of Abbreviations and Acronyms

B2008-2009 2008-2009 Biennium

B2010-2011 2010-2011 Biennium

B2012-2013 2012-2013 Biennium

B2014-2015 2014-2015 Biennium

B2016-2017 2016-2017 Biennium

B2018-2019 2018-2019 Biennium

BMBF German Federal Ministry of Education and

Research

BMZ German Federal Ministry for Cooperation

c/f Carried Forward

C3 UNU Campus Computing Centre

CBD Convention on Biological Diversity

CEB United Nations System Chief Executives

Board

CONDIR Conference of Directors of UNU Research

and Training Centres / Programmes

COP Conference of the Parties

CPLP Community of Portuguese-speaking

Countries

DFS United Nations Department of Field

Support

ECLAC United Nations Economic Commission for

Latin America and the Caribbean

EMSVA Environmental Migration, Social

Vulnerability and Adaptation

EQUALS Global Partnership for Digital Gender

Equality

ESCAP United Nations Economic and Social

Commission for Asia and the Pacific

ESCWA United Nations Economic and Social

Commission for West Asia

EU European Union

EVES Environmental Vulnerability and

Ecosystem Services

FAO Food and Agriculture Organization of the

United Nations

FAP UNU Financial Assistance Programme

GEF Global Environment Facility

GIZ

Deutsche Gesellschaft für Internationale

Zusammenarbeit (German development

agency)

GMG Global Migration Group

GWP Global Water Partnership

HLCP High-Level Committee on Programmes

IADB Inter-American Development Bank

IBEI Institut Barcelona d'Estudis Internacionals

ICEGOV International Conference on Theory and

Practice of Electronic Governance

ICT Information and communications

technology

ICTD Information and Communication

Technologies Division (of DFS)

IDR UNIDO Industrial Development Report

IGES Institute for Global Environmental

Strategies

IHA International Hydropower Association

ILO International Labour Organization

IMF International Monetary Fund

IOM International Organization for Migration

IPBES Intergovernmental Platform on

Biodiversity and Ecosystem Services

IPCC Intergovernmental Panel on Climate

Change

IPSAS International Public Sector Accounting

Standards

ITU International Telecommunication Union

IUCN International Union for Conservation of

Nature

IWMI International Water Management Institute

MEXT Ministry of Education, Culture, Sports,

Science and Technology of Japan

MOFA Ministry of Foreign Affairs of Japan

NCDs Non-Communicable Diseases

NGO Non-Governmental Organization

OC UNU Office of Communications

OECD Organisation for Economic Co-operation

and Development

OHCHR Office of the United Nations High

Commissioner for Human Rights

PAU Panafrican University

PSS Policy Support System

SAC Scientific Advisory Committee

SDG Sustainable Development Goal

SNV Netherlands Development Organisation

SPC Specific Project Contribution

STI Science, Technology and Innovation

TICAD Tokyo International Conference of Africa’s

Development

TU Dresden Technische Universität Dresden

UGent Ghent University

UN United Nations

UN-ACT United Nations Action for Cooperation

Against Trafficking in Persons

UNAIDS Joint United Nations Programme on

HIV/AIDS

UNCCD United Nations Convention to Combat

Desertification

UNCTAD United Nations Conference on Trade and

Development

UN DESA United Nations Department of Economic

and Social Affairs

UNDP United Nations Development Program

UNECE United Nations Economic Commission for

Europe

UNEP United Nations Environment Programme

UNESCO United Nations Educational, Scientific and

Cultural Organization

UNESCO-IHE IHE Delft Institute for Water Education

UNESCO-IHP UNESCO International Hydrological

Programme

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UNFCCC UN Framework Convention on Climate

Change

UNFPA United Nations Population Fund

UN-HABITAT United Nations Human Settlements

Programme

UNHCR United Nations High Commissioner for

Refugees

UNIC United Nations Information Centre

UNICEF United Nations Children's Fund

UNIDO United Nations Industrial Development

Organization

UNISDR United Nations Office for Disaster Risk

Reduction

UNITAR United Nations Institute for Training and

Research

UNOPS United Nations Office for Project Services

UNOSD UN Office for Sustainable Development

UNU United Nations University

UNU Centre United Nations University Centre

UNU HQ UNU Headquarters in Tokyo

UNU-BIOLAC UNU Biotechnology Programme for Latin

America and the Caribbean

UNU-CPR UNU Centre for Policy Research

UNU-CRIS UNU Institute on Comparative Regional

Integration Studies

UNU-CS UNU Computing and Society

UNU-EGOV Operating Unit on Policy-Driven Electronic

Governance

UNU-EHS UNU Institute for Environment and Human

Security

UNU-FLORES UNU Institute for Integrated Management

of Material Fluxes and of Resources

UNU-FTP UNU Fisheries Training Programme

UNU-GCM UNU Institute on Globalization, Culture

and Mobility

UNU-GEST UNU Gender Equality Studies and Training

Programme

UNU-GTP UNU Geothermal Training Programme

UNU-HQ UNU Headquarters

UNU-HQ Bldg UNU Headquarters Building (in Tokyo)

UNU-IAS UNU Institute for the Advanced Study of

Sustainability

UNU-IIGH UNU International Institute for Global

Health

UNU-INRA UNU Institute for Natural Resources in

Africa

UNU-INWEH UNU Institute for Water, Environment and

Health

UNU-IRADDA UNU Institute for Sustainable

Development

UNU-ISP

United Nations University Institute for

Sustainability and Peace

(former, now UNU-IAS)

UNU-LRT UNU Land Restoration Training

Programme

UNU-MERIT

UNU Maastricht Economic and Social

Research Institute on Innovation and

Technology

UNU-ONY UNU Office at the United Nations in New

York

UNU-ViE UNU Vice-Rectorate in Europe

UNU-WIDER UNU World Institute for Development

Economics Research

UN-Water United Nations Water

UNW-DPC UN-Water Decade Programme on Capacity

Development

UN-Women United Nations Entity for Gender Equality

and the Empowerment of Women

UNWTO World Tourism Organization

USD United States Dollar

VARMAP Vulnerability Assessment, Risk

Management and Adaptive Planning

VUB Vrije Universiteit Brussel

WB World Bank

WESA Water and Energy Security for Africa

WFP World Food Programme

WHO World Health Organization

WLC Water Learning Centre

WMO World Meteorological Organization

WWB Water Without Borders

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I. Overview of the Work Programme and Budget for B2018-2019

1. The work programme and budget of the United Nations University (UNU) for the 2018-2019 biennium (B2018-2019) furthers the objectives laid out in UNU’s Strategic Plan 2015-2019, adopted by the UNU Council at its 62nd session, in December 2014.

2. The budget income projections for Specific Programme Contributions (SPCs) and operating

contributions for B2018-2019 have been formulated with extreme prudence, in line with Advisory Committee on Administrative and Budgetary Questions document AC/1760 dated 23 November 2011 (paragraph 7) and previous budgeting practice at UNU. The projections represent the lowest estimate based on information available at the time of budgeting. UNU expects to receive additional contributions during B2018-2019 to support existing and new research activities, as in previous budget cycles.

3. This document is structured as follows:

- Chapter I – Overview of the Work Programme and Budget for B2018-2019, which articulates

the University’s priorities and objectives for 2018-2019. - Chapter II – Organisation of the United Nations University B2018-2019, which contains

detailed descriptions of UNU entities. - Chapter III – Budget of the United Nations University B2018-2019, comprising the overall

University budget. - Chapter IV – Work Programme of the United Nations University B2018-2019, which

provides detailed programme and budget information for each UNU institute. - Chapter V – Summative Work Programme Tables and Graphs B2018-2019, comprises a

graphic overview of information provided in the previous chapter. Priorities 2018-2019

4. The University set out a programme of change in its Strategic Plan 2015-2019 in order to re-align UNU activities with the University’s core mission as defined by the UNU Charter, Article 1, paragraph 2: “The University shall devote its work to research into the pressing global problems of human survival, development and welfare that are the concern of the United Nations and its agencies, with due attention to the social sciences and the humanities as well as natural sciences, pure and applied.”

5. The UNU budget for B2018-2019 seeks to build on the achievements made in the first three

years of the Strategic Plan and integrate lessons learned to deliver research excellence and ensure ever greater policy relevance. Research conducted by the University in B2016-2017 culminated in major reports and policy briefs, which helped shape several important policy discussions, such as the World Humanitarian Summit in February 2016, and a United Nations Security Council debate on human trafficking and forced labour in March 2017.

6. Rigorous strategic planning allows UNU to continue its bid for greater relevance in the United

Nations system, and in academic and policymaking communities. The University is streamlining the focus and size of programmes and projects to better serve its stakeholders. Since 2016, new benchmarks have been put in place to ensure that UNU’s strategic priorities are being advanced.

7. The increased frequency of Council sessions has resulted in a more substantive and effective

partnership with the scientific experts that make up the Council. Oversight of UNU programmes has strengthened owing to the Council’s improved familiarity with the UNU’s activities and goals.

8. In 2018-2019, the University’s academic programme will focus on three principal themes: peace

and governance; environment, climate and energy; and global development and inclusion. These

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themes were carefully selected to align with the key challenges and questions facing humanity. They allow UNU to maintain a disciplined, yet comprehensive approach to its research programming.

9. The Strategic Plan 2015-2019 calls for new, innovative research programming that aligns with

the needs of policymakers on topics of special relevance to them. The 2018-2019 academic programme will address all 17 Sustainable Development Goals leveraging the specialised expertise of UNU’s global system of research institutes which cover a broad range of thematic topics.

10. UNU will continue to be a key actor in the area of migration. In 2017, UNU severed as the Chair

of the Global Migration Group (GMG)—an inter-agency group bringing together heads of United Nations entities to promote the wider application of all relevant international and regional instruments and norms relating to migration, and encourage the adoption of more coherent, comprehensive and better coordinated approaches to the governance of international migration. UNU coordinated the preparation of issue briefs for the six migration thematic sessions mandated by New York Resolution (A/RES/71/280), which will guide policy discussions on migration into 2018. Migration will continue to be an important area of research, with more than one-fifth of UNU’s research programmes expected to engage in migration-related academic activities during B2018-2019.

11. The University is increasingly called upon to provide insightful, future-oriented policy research

and advice. UNU is ensuring that its personnel are able and ready to deliver research that meets the pressing needs of the United Nations and the United Nations Secretariat. In March 2017, the High-Level Committee on Programmes (HLCP) of the United Nations System Chief Executives Board for Coordination (CEB) invited UNU to provide research on frontier issues, and requested a paper on the governance of cybersecurity.

12. The UNU Council adopted in April 2017, a new policy on gender equality, which aims to achieve

full gender parity within the University by 2021—a target that would exceed the recommendation in the Secretary-General’s System-Wide Strategy on Gender Parity. In B2016-2017, the University significantly improved gender balance at senior levels and extended paid parental leave entitlements to holders of Personnel Service Agreement (PSA) contracts.

13. Going forward, the University expects at least a 10 per cent increase in new funding for specific academic projects for B2018-2019 compared to B2016-2017 (Graph 6). Furthermore, UNU is forecasting an increase in expenditure for academic activities in B2018-2019, thereby drawing less on reserves and core funding.

14. On the advice of the UNU Council, the University has taken actions to improve the financial performance of its Endowment Fund. From 2017, the Endowment Fund will be managed by a new fund manager using a passive index management strategy. In addition, the University has voluntarily lowered its rate of withdrawal from the Fund (from 5 percent to 4.75 percent of the average five-year market value) in order to ensure its long-term sustainability.

15. In August 2017, UNU Rector was appointed by the Secretary-General to serve a second term as

Rector of the University. This appointment will ensure that UNU continues to deliver on its programme of change, initiated in 2013.

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II. Organisation of the United Nations University B2018-2019 UNU Organisational Chart

16. The organisational chart below depicts the entities of UNU.

UNU Representation

at UNESCO

Campus Computing Centre

(C3)

Office of Communications

Office of the Rector

Human Resources Services

Operations Services

Conference & Facilities

Management

Budget & Finance Services

Management Group

Academic Committee &

CONDIR

UNU Council

Rector

Director of Administration

Vice-RectorEurope

Senior Vice-Rector Executive OfficerResearch

Institutes and Programmes

UNU-BIOLACUNU-CPRUNU-CSUNU-EGOVUNU-EHSUNU-FLORESUNU-GCMUNU-IASUNU-IIGHUNU-INRAUNU-INWEHUNU-IRADDAUNU-MERITUNU-WIDERUNU Iceland Programmes

Operating Units

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Governance

UNU Council

17. The UNU Council is the governing board of the University. Members are appointed by the Secretary-General of the United Nations and the Director-General of the United Nations Educational, Scientific and Cultural Organization (UNESCO) and serve in their individual capacity (not as representatives of their countries), normally for six-year terms. The Secretary-General of the United Nations, the Director-General of UNESCO and the Executive Director of United Nations Institute for Training and Research (UNITAR) are ex-officio members of the Council.

18. The Council formulates principles and policies that govern the activities and operations of the University in accordance with the UNU Charter. It adopts statutes for the application of the UNU Charter and decides upon the setting up or incorporation of research institutes in developed or developing countries and establishes standards for their operation.

19. The Council comprises an Executive Committee as well as a Committee on Finance, Budget and Human Resources. The latter considers the work programme and the budget of the University on the basis of proposals submitted to it by the Rector, which the Council subsequently approves. The Council reports to the United Nations General Assembly, the United Nations Economic and Social Council, and the Executive Board of UNESCO.

20. As of October 2017, the Council consists of 12 members, the Rector and three ex-officio members and is gender-balanced. Following reform efforts in early 2016, the Council membership was reduced to half, from 24 to 12 members, while the frequency of its meetings was increased to twice per year.

Office of the Rector

21. The Office of the Rector supports the Rector in his capacity as the chief academic and administrative officer of UNU and assists in executive management and coordination of the UNU system. This includes responsibilities for the University's direction, organisation, administration, programme and institutional development.

22. The Office provides an overall supporting role for governance and policy development within the UNU system, in particular through the UNU Council and its Executive Committee, Advisory Boards and Committees of the UNU institutes, the Management Group, the Conference of Directors of UNU Research and Training Centres/Programmes (CONDIR), and the Academic Committee. It also manages the legal affairs of the University with the support of legal advisors.

23. The Office of the Rector maintains a close relationship with the main host government of Japan, in particular the Ministry of Foreign Affairs (MOFA) and the Ministry of Education, Culture, Sports, Science and Technology (MEXT), the Ministry of the Environment, and the Ministry of Agriculture.

24. A representative to UNESCO, based in Paris, France, serves in a liaison capacity between UNU and UNESCO.

Management Group

25. The Management Group is a forum of senior UNU personnel that considers policy development, strategy, planning, and other priority issues. The Group is chaired by the UNU Rector and includes the Senior Vice-Rector, the Vice-Rector, the Director of Administration, and the Executive Officer. The Group meets on a regular basis to review developments and evaluate the evolving needs of the University.

26. The Senior Vice-Rector, based in Tokyo, supports management initiatives UNU-wide and maintains UNU’s scientific partnership with the University of Tokyo and oversees a number of broader relationships in Japan, including with government ministries and the general public.

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27. UNU operates a Vice-Rectorate in Europe (UNU-ViE), located in Bonn, Germany. Established in May 2007, UNU-ViE strengthens the presence of UNU in Europe. The Vice-Rectorate is dedicated to developing knowledge-based sustainable solutions for global problems and is an active organiser of international science policy dialogues for sustainability. UNU-ViE also hosts UNU’s e-waste research initiative, Sustainable Cycles (SCYCLE).

UNU Centre

28. The global UNU system is coordinated by UNU Centre, which is comprised of the Office of the Rector, the Vice-Rectorate in Europe, UNU Administration, the Office of Communications, the Campus Computing Centre, the Centre for Policy Research (UNU-CPR), the Operating Unit on Policy Driven Electronic Governance (UNU-EGOV), and UNU’s representation at UNESCO.

Administration

29. UNU Administration provides services related to budget and finance, human resources, procurement, management of the enterprise resource planning system, operations, and conference and facilities management. While most UNU institutes have in-house administrative capacity, UNU Administration is responsible for, inter alia, developing unified standards and formats, handling headquarters functions – like the production of financial statements - managing the treasury system, and budget reporting to the UNU Council.

30. UNU Administration, located in Tokyo and its Global Business Centre, located in Kuala Lumpur, provide multi-function transactional services to the entire UNU system.

Office of Communications

31. The Office of Communications (OC) develops and leads the University’s communications strategy including digital communications, visual identity, media relations, stakeholder outreach, and content development in English and Japanese. OC works in close collaboration with communications focal points across the UNU system to articulate and meet global communications goals. It maintains UNU’s main web platforms and social media accounts, with input from institutes and other stakeholders, and promotes UNU’s brand and identity. It oversees global communication campaigns and strategies, and establishes the editorial tone and style for UNU’s many communications products. OC also coordinates media relations activities, often in collaboration with focal points and partners.

Campus Computing Centre

32. The Campus Computing Centre (C3) is the technology arm of the University. The Centre provides user-focused, innovative and cost-effective shared technology solutions that assist UNU and its institutes in achieving their respective missions. C3 oversees, implements, advances and maintains the University’s technology infrastructure and services. Its main office is in Tokyo, where it also hosts UNU’s main data centre. C3 relies on a second data centre in Germany to ensure faster services for institutes in Europe and Africa, and as a proven back-up site for Tokyo.

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Description of UNU Institutes

UNU Biotechnology Programme for Latin America and the Caribbean (UNU-BIOLAC), Caracas, Venezuela

33. In line with UNU´s goals and operational activities, UNU-BIOLAC focuses on solving priority problems for the Latin American and Caribbean region through the application of biotechnology. The Programme aims to build local research capacity, create knowledge, and be a biotechnology think tank for the United Nations system. Once a year, the Programme Coordinator reviews the scientific needs of the region with the support and advice of the Scientific Advisory Committee (SAC) appointed by the Rector. During SAC meetings, Programme priority areas are revised to maximise effectiveness. UNU-BIOLAC is hosted by the Venezuelan Government through the Ministry of Higher Education, Science and Technology, at the premises of the Instituto de Estudios Avanzados (IDEA), a major science and technology hub.

UNU Centre for Policy Research (UNU-CPR), New York, United States of America

34. The relaunched UNU-CPR in New York will generate policy research to inform major UN debates in the areas of international peace and security, sustainable development and emerging global governance issues. The Centre’s 2018-2019 programme of work will focus on three research areas: (i) the nature of, and solutions to, violence and conflict; (ii) inclusion and inequality in sustainable development and, (iii) emerging global governance issues, such as migration, cyberspace and artificial intelligence.

35. UNU-CPR (New York) also offers strategic representational support to the UNU Rector and all institutes within the UNU system. UNU-CPR (New York) results from the merger of the UNU Centre for Policy Research (UNU-CPR) in Tokyo and the UNU Office at the United Nations in New York (UNU-ONY). The consolidated Centre in New York will be better positioned to be a go-to think tank for key United Nations actors.

UNU Institute on Comparative Regional Integration Studies (UNU-CRIS), Bruges, Belgium

36. UNU-CRIS focuses on the provision of global and regional public goods, and on processes and consequences of intra- and inter-regional integration. The Institute generates policy-relevant knowledge on new forms of governance and cooperation, and builds capacity to address challenges at the global and regional levels. UNU-CRIS acts as a resource for the United Nations system, with strong, collaborative links to United Nations entities dealing with the provision and management of international and regional public goods. The Institute works in partnership with institutes and initiatives throughout the world focused on integration, governance, stability and cooperation.

UNU Institute on Computing and Society (UNU-CS), Macau SAR, China

37. UNU-CS operates at the intersection of information and communication technologies and international development. The Institute addresses key challenges faced by developing societies through high-impact innovations in computing and communication technologies by: (i) investigating and inventing human-centred information and communication technologies in the areas of sustainability, development, governance, peace and security, human rights and human dignity; (ii) making an impact on policymakers, within the United Nations system and beyond, through actionable knowledge and thought-leadership; (iii) nurturing the next generation of inter-disciplinary computing, social scientists and engineers in developing countries; and (iv) embracing the dynamism of the city of Macau and the Pearl River Delta region.

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Operating Unit on Policy-Driven Electronic Governance (UNU-EGOV), Guimarães, Portugal

38. Hosted by the University of Minho, UNU-EGOV focuses on the intersection of governance, technology and development. Its mission is to transform governance mechanisms and build effective governance capabilities through the strategic application of digital technologies, to contribute to social, economic, environmental, and peace and security dimensions of sustainable development. UNU-EGOV pursues this mission by conducting policy-relevant research; translating research findings into policy instruments; building capacity in localising and applying such instruments within and across relevant governmental and intergovernmental organisations; building and maintaining research and policy networks; and monitoring, evaluating and disseminating the latest developments in the area.

UNU Institute for Environment and Human Security (UNU-EHS), Bonn, Germany

39. The mission of UNU-EHS is to conduct cutting edge research on risks and adaptations related to environmental hazards and global change. The Institute’s research promotes policies and programmes to reduce these risks while also considering the interplay between environmental and societal factors. UNU-EHS research focuses on several areas, including: climate change adaptation through insurance-related approaches; environmentally induced migration and social vulnerability; ecosystem services and environmental deterioration processes; and models and tools to analyse vulnerability and risks linked to natural hazards with a focus on urban space and rural-urban interfaces. The Institute’s research is conducted with the underlying goal of connecting solutions to development pathways. Beyond its research, UNU-EHS is engaged in education. It offers a joint Master of Science degree programme, The Geography of Environmental Risks and Human Security with the University of Bonn, and it hosts international PhD projects and courses on the global issues of environmental risks and sustainable development.

UNU Institute for Integrated Management of Material Fluxes and of Resources (UNU-FLORES), Dresden, Germany

40. UNU-FLORES develops strategies to resolve pressing problems in the sustainable use and integrated management of environmental resources (water, soil and waste). Focusing on the needs of the United Nations and its Member States, particularly developing countries and emerging economies, the Institute engages in research, capacity development, advanced teaching and training, and the dissemination of knowledge. In all its activities, UNU-FLORES strives to fulfil its mission of advancing the Nexus Approach, an interdisciplinary methodology on the sustainable management of environmental resources.

UNU Institute on Globalization, Culture, and Mobility (UNU-GCM), Barcelona, Spain

41. UNU-GCM supports good governance, cultural diversity, democracy and human rights by promoting a better understanding of the socio-cultural aspects of migration in the context of globalization. To achieve this, it generates evidence-based knowledge to support the formulation of migration policies at global, regional and local levels. Policy-relevant research at UNU-GCM focuses on intercultural dialogue, statelessness, gender, and the establishment of diverse diasporas in urban centres. Located at the World Heritage Site of Sant Pau in Barcelona, the Institute’s focus during B2018-2019 will be on the major cultural and social phenomena of migration; specifically the questions of inclusion, work and technology, and the role of cities in migration governance.

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UNU Institute for the Advanced Study of Sustainability (UNU-IAS), Tokyo, Japan

42. The mission of UNU-IAS is to advance efforts to achieve a more sustainable future. The Institute serves the international community by generating policy-oriented research and capacity development on sustainability issues, and by informing relevant policymaking and debates within the United Nations system. The activities of the Institute span three thematic areas: transformations toward sustainable societies; natural capital and biodiversity; and global change and resilience. Through its postgraduate education programmes, UNU-IAS develops international leaders with the interdisciplinary skills needed to advance creative solutions to sustainability problems. The Institute offers masters and doctoral degrees, postdoctoral fellowships and innovative short courses, in close collaboration with leading universities in Japan and other countries. Moreover, UNU-IAS maintains an operating unit in Ishikawa / Kanazawa, Japan.

UNU International Institute for Global Health (UNU-IIGH), Kuala Lumpur, Malaysia

43. The mission of UNU-IIGH is to undertake research, capacity development and the dissemination of knowledge on key issues related to human health. The Institute helps develop and strengthen health policies – particularly for people in developing countries – to support the implementation of preventive approaches to human health. UNU-IIGH advances eco-social understandings of human health, an approach that acknowledges the economic and social foundations of health. The Institute is also actively involved in capacity building and research training, and provides opportunities for students in partnership with institutions around the world. The Institute is based at the Universiti Kebangsaan Malaysia (National University of Malaysia) Medical Centre.

UNU Institute for Natural Resources in Africa (UNU-INRA), Accra, Ghana

44. UNU-INRA’s vision is to become Africa’s leading research, teaching, and capacity strengthening institution in natural resources management. Through its close collaboration with leading national universities and research institutions in Africa, the Institute contributes to the sustainable development of the continent’s natural resources. In doing so, it aims to preserve the environment, mitigate the effects of climate change, and realise a better quality of life for the people of Africa. Specifically, UNU-INRA conducts research on renewable natural resources for efficient and sustainable use; green economy; and the facilitation of good governance and management of non-renewable natural resources in Africa. UNU-INRA also maintains operating units in:

- Cameroon – management of big data (in natural resources management);

- Cote d’Ivoire – environmental economics and political economy (of natural resources

management);

- Namibia – aquatic resources and aquaculture;

- Senegal – value addition and technological innovations (for natural resources management);

and

- Zambia – mineral resources value chain.

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UNU Institute for Water, Environment and Health (UNU-INWEH), Hamilton, Canada

45. UNU-INWEH’s mission is to help resolve pressing water challenges through the critical analysis and synthesis of existing bodies of scientific discovery; targeted research to identify emerging policy issues; the application of on-the-ground scalable science-based solutions to water issues; and global and regional outreach. The Institute engages in water initiatives that help developing countries reduce poverty, improve human wellbeing, ensure environmental sustainability and growth, and foster gender equity. UNU-INWEH’s research programme covers a range of water-related issues, including: supporting Member States in achieving water-related SDGs; assessing the role of unconventional sources of water in the alleviation of water scarcity; addressing the water-food-energy-environment nexus and water-related security issues; managing water-related health and environmental risks; and reducing the risk of water-related disasters, such as floods and droughts, and increasing resilience against them.

UNU Institute for Sustainable Development (UNU-IRADDA), Algiers, Algeria

46. UNU-IRADDA’s mission will be to help resolve pressing challenges related to sustainable development, particularly on the African continent. Its focus is intended to be on the social, economic and cultural dimensions of sustainable development and its governance.

UNU Maastricht Economic and Social Research Institute on Innovation and Technology, (UNU-MERIT) Maastricht, The Netherlands

47. UNU-MERIT is a joint research and training institute of UNU and Maastricht University. The Institute explores the social, political and economic factors that drive technological innovation, focusing on creation, diffusion and knowledge access. Working with its School of Governance (MGSoG), UNU-MERIT covers all aspects of governance in domestic and global organisations, from risk assessment to policy analysis, design and evaluation. The missions of the Institute are: to research how countries can balance the unequal global playing field of the 21st century, without increasing inequality and social exclusion; to analyse knowledge flows at the regional and global levels, and their impact on local development, employment and productivity; and to train specialists, who combine academic scholarship with leadership, to strengthen democratic governance in domestic and international organizations.

UNU World Institute for Development Economics Research (UNU-WIDER), Helsinki, Finland

48. UNU-WIDER is a global leader in development economics research. The Institute provides independent and interdisciplinary research and policy analysis on issues that affect the living conditions of the developing world. UNU-WIDER aims to help resolve pressing concerns related to human survival, peace, economic development and social welfare. The Institute's work is presently focused on the challenges of transformation, inclusion and sustainability, and the cross-cutting topics of Africa, gender, and development finance. The Institute runs a global network and provides a forum for knowledge sharing, discussion, and debate between researchers and development professionals. It also offers capacity-building and training for researchers and decision-makers in economics and social development. UNU-WIDER’s three key audiences are researchers, policy-makers in developing countries, and the international development community at large.

Associated Programmes in Reykjavik, Iceland

49. Four Iceland-based training programmes on Geothermal Energy (GTP), Fisheries (FTP), Land Restoration (LRT), and Gender Equality (GEST) also complement the University’s training efforts. Financing for these programmes is provided entirely by the Government of Iceland and does not transit through UNU accounts.

13

III. Budget of the United Nations University B2018-2019

Overview

50. The UNU B2018-2019 budget has been formulated with extreme prudence and represents the lowest estimate based on prevailing information at the time of the release of this document.

51. The budget proposal for B2018-2019 amounts to USD 108.5 million. The proposal underlines thematic and strategic prioritisation, improved resource efficiency, and the streamlining of organisational processes.

52. The estimate for B2018-2019 represents a 1.7 per cent deviation from the mean budget for the past ten years (Actual B2008-2009 to Initial B2016-2017). This demonstrates the value the international community attributes to UNU, as it has maintained relatively constant levels of support.

53. The following Table 1 shows a summary of the key financial indicators.

B2018-2019 Budget Table

(in thousands of USD) Table 1

Cost Category Initial

B2016-20171 Revised

B2016-20172 Estimated

B2018-2019

Revised B2016-2017 over

Initial B2016-2017 %

Estimated B2018-2019 over Initial

B2016-2017 %

Academic Programme 22,231 19,274 16,017 -13.3% -28.0% Staffing Table Costs 30,443 28,585 28,615 -6.1% -6.0% Other Personnel Costs 10,905 9,591 10,112 -12.0% -7.3% General Expenses 19,187 18,833 19,449 -1.8% 1.4% Total Core Budget 82,766 76,283 74,193 -7.8% -10.4% Specific Projects (SPC-Funded) 34,807 34,807 34,268 0.0% -1.5%

GRAND TOTAL 117,573 111,090 108,461 -5.5% -7.8%

Budget Financing (Income)

Income from Endowment Fund 33,281 32,699 32,431 -1.7% -2.6% Cumulative Surplus Carried Forward 12,841 10,060 8,455 -21.7% -34.2% Operating Contributions 33,914 30,233 30,957 -10.9% -8.7% Other Income 2,730 3,291 2,350 20.5% -13.9% Total Core Income 82,766 76,283 74,193 -7.8% -10.4% Specific Project Contributions (SPC) 34,807 34,807 34,268 0.0% -1.5%

GRAND TOTAL 117,573 111,090 108,461 -5.5% -7.8%

1 Reflects the initial budget estimates, approved by the Council at its 64th session in December 2015. 2 Refers to the B2016-2017 budget, initially approved by the Council at its 64th session and subsequent approved revisions.

14

UNU Budget Over Ten Years

UNU Budget Over Ten Years

54. Of the total B2018-2019 expenditure, an estimated 64.6 per cent (USD 70.1 million) is allocated to academic activities, including personnel. The breakdown is as follows:

(i) Academic Programme (core-funded): USD 16.0 million;

(ii) Specific Projects (SPC-funded): USD 34.3 million;

(iii) Staffing Table (academic personnel): USD 15.6 million; and

(iv) Other Personnel costs (academic personnel): USD 4.2 million.

55. The UNU budget has seen a growth of 17.6 per cent over ten years (Actual B2008-2009 to Initial B2016-2017), with SPCs increasing by 3.3 per cent over the same period, as summarised in Graph 1. The growth is attributable to the establishment of new institutes, programmes and operating units, such as UNU-IIGH (2007), UNU-GCM (2012), UNU-FLORES (2012), UNU-IRADDA (2014), and UNU-EGOV (2014).

Graph 1

15

Expenditure Estimates

56. Estimated expenditures are categorised as core-funded or SPC-funded expenditures. Only core budget expenditures are approved by the UNU Council. The Rector is authorised to accept and utilise additional funds which may be received by the University during B2018-2019 for the work programme that has been approved by the UNU Council.

57. The B2018-2019 budget is comprised of fifteen budgetary funds. Each of these represents a separate accounting entity with self-balancing accounts and relative managerial autonomy for the purpose of realising their specific mandates. Table 2 shows this breakdown by budgetary fund.

B2018-2019 Expenditure by Budgetary Fund (in thousands of USD) Table 2

Funds/Programmes Actual

B2014-2015 Initial

B2016-2017 Estimated

B2018-2019

Change over Initial

B2016-2017 %

UNU Centre3 22,966 24,024 27,129 12.9%

UNU HQ 13,911 13,119 14,153 7.9%

UNU-CPR 3,670 4,805 5,977 24.4%

UNU-EGOV 709 2,065 2,310 11.9%

UNU-ViE 4,676 4,035 4,689 16.2%

Institutes

1.UNU-BIOLAC 770 951 926 -2.6%

2.UNU-CRIS 1,198 611 1,886 208.7%

3.UNU-CS 2,513 4,741 4,744 0.1%

4.UNU-EHS 5,361 3,955 4,625 16.9%

5.UNU-FLORES 4,258 3,687 3,838 4.1%

6.UNU-GCM 1,352 1,679 1,697 1.1%

7.UNU-IAS 22,105 25,254 17,766 -29.7%

8.UNU-IIGH 3,655 4,518 4,040 -10.6%

9.UNU-INRA 2,587 3,198 1,231 -61.5%

10.UNU-INWEH 4,231 3,528 3,596 1.9%

11.UNU-IRADDA 70 4,533 984 -78.3%

12.UNU-MERIT 9,330 7,967 7,969 0.0%

13.UNU-WIDER 16,392 24,264 23,082 -4.9%

Others

UNU HQ Bldg 6,021 4,663 4,948 6.1%

FAP 40 CLOSED CLOSED -

3 For comparison purposes, the B2014-2015 actuals and B2016-2017 budget of the UNU Office in New York are included under UNU-CPR, instead of, as previously, under UNU HQ.

16

Total 102,849 117,573 108,461 -7.8%

58. As the last column in Table 2 indicates, more than half of the budgetary funds for B2018-2019 record an increase over B2016-2017.

59. The fifteen budgetary funds can be grouped as follows: thirteen institutes, that constitute 70.4 per cent of the total estimated budget (USD 76.4 million) for B2018-2019; the UNU Centre, which includes UNU HQ, UNU-CPR, UNU-EGOV and UNU-ViE constitutes 25.0 per cent of the budget (USD 27.1 million); and the UNU headquarters building in Tokyo constitutes 4.6 per cent of the total budget amount (USD 4.9 million). See Graph 2.

60. Additionally, the budget is divided into five cost categories: academic programme (core-funded), staffing table, other personnel, general expenses, and specific academic projects (SPC-funded).

61. The cost categories for B2018-2019 are as follows: academic programme (core-funded), 14.8 per cent; staffing table costs, 26.4 per cent; other personnel costs, 9.3 per cent; general expenses, 17.9 per cent; and, the non-core-funded, specific academic projects (SPC-funded), 31.6 per cent. See Graph 3.

Graph 3

Graph 2

17

62. Table 3 shows the detailed breakdown of the B2018-2019 expenditure by budgetary fund and by cost category.

B2018-2019 Expenditure by Cost Category (in thousands of USD) Table 3

Fund/Programmes

To

tal

Aca

dem

ic

Pro

gram

me

(Co

re -

Fu

nd

ed)

Staf

fin

g T

able

C

ost

s

Oth

er P

erso

nn

el

Co

sts

Gen

eral

Exp

ense

s

Spec

ific

Pro

ject

s (S

PC

-Fu

nd

ed)

UNU Centre 27,129 1,999 9,989 3,489 5,346 6,306

UNU HQ 14,153 954 6,784 1,674 3,322 1,419

UNU-CPR 5,977 800 1,563 381 1,123 2,110

UNU-EGOV 2,310 243 550 914 293 310

UNU-ViE 4,689 2 1,092 520 608 2,467

UNU-BIOLAC 926 610 - 121 195 -

UNU-CRIS 1,886 836 294 - 350 406

UNU-CS 4,744 377 1,258 1,285 1,824 -

UNU-EHS 4,625 320 1,387 105 422 2,391

UNU-FLORES 3,838 340 1,947 640 504 407

UNU-GCM 1,697 93 747 423 404 30

UNU-IAS 17,766 1,052 765 239 640 15,070

UNU-IIGH 4,040 657 1,744 341 944 354

UNU-INRA 1,231 180 683 65 198 105

UNU-INWEH 3,596 508 1,208 869 703 308

UNU-IRADDA 984 230 478 - 276 -

UNU-MERIT 7,969 972 2,956 587 1,597 1,857

UNU-WIDER 23,082 7,843 4,934 1,654 1,617 7,034

UNU HQ Bldg 4,948 - 225 294 4,429 -

Total Budget 108,461 16,017 28,615 10,112 19,449 34,268

Distribution (%) 100% 14.8% 26.4% 9.3% 17.9% 31.6%

(a) Academic Programme Costs

63. Academic programme costs can be broken down into (i) defined academic programmes (including degree programme activities) and (ii) programme development.

18

64. Programme development covers all activities which do not relate to any particular project but contribute to the accomplishment of institutes’ overall objectives.

65. The total expenditure for academic programmes in B2018-2019 is estimated at USD 50.3 million. This represents a 11.8 per cent decrease compared to the initial B2016-2017 budget.

66. Defined academic projects and programme development comprise 96.0 per cent and 4.0 per cent respectively of total academic programme costs. This represents a positive reconfiguration of the ratio in favour of defined academic projects, compared to the B2016-2017 budget (93.6 per cent and 6.4 per cent respectively).

67. The details of the academic programme costs are as summarised in Table 4.

B2018-2019 Academic Programme Costs (in thousands of USD) Table 4

Fund/ Programmes

Actual B2014-

2015

Initial B2016-

2017

Estimated B2018-2019

Change over

Initial B2016-

2017 %

Aca

de

mic

Pro

gra

mm

e C

ost

s

Core SPC

Def

ined

Aca

dem

ic

Pro

ject

s

Pro

gram

me

Dev

elo

pm

ent

Def

ined

Aca

dem

ic

Pro

ject

s

Pro

gram

me

Dev

elo

pm

ent

UNU Centre 4,902 5,449 8,305 1,451 548 6,306 - 52.4%

UNU HQ 1,588 1,892 2,373 754 200 1,419 - 25.4%

UNU-CPR 668 1,095 2,910 452 348 2,110 - 165.8%

UNU-EGOV 258 584 553 243 - 310 - -5.3%

UNU-ViE 2,388 1,878 2,469 2 - 2,467 - 31.5%

UNU-BIOLAC 450 618 610 610 - - - -1.3%

UNU-CRIS - - 1,242 813 23 406 - 0.0%

UNU-CS 29 278 377 377 - - - 35.6%

UNU-EHS 3,263 2,030 2,711 320 - 2,391 - 33.5%

UNU-FLORES 1,072 721 747 340 - 407 - 3.6%

UNU-GCM 227 307 123 83 10 30 - -59.9%

UNU-IAS 19,947 23,104 16,122 1,052 - 15,070 - -30.2%

UNU-IIGH 1,202 1,720 1,011 620 37 354 - -41.2%

UNU-INRA 1,268 1,672 285 180 - 105 - -83.0%

UNU-INWEH 2,474 1,040 816 440 68 308 - -21.5%

UNU-IRADDA - 1,500 230 - 230 - - -84.7%

UNU-MERIT 6,171 3,458 2,829 827 145 1,607 250 -18.2%

UNU-WIDER 9,569 15,141 14,877 7,149 694 7,034 - -1.7%

UNU HQ Bldg - - - - - - - 0.0%

Total 50,574 57,038 50,285 14,262 1,755 34,018 250 -11.8%

Distribution (%) 100% 28.4% 3.5% 67.6% 0.5%

19

(b) Staffing Table Costs and Other Personnel Costs

68. The UNU Staffing Table (Annex V) includes all established posts, which are either core or SPC-funded, regardless of the nature of work (academic and non-academic). However, established posts that are SPC-funded are budgeted under specific project costs given that these posts are project-based. Staffing Table costs comprise salaries of established posts (including common staff costs) listed on the Staffing Table for the Professional, National Professional Officer and General Service categories.

69. UNU is projecting a total of 162 funded posts, of which 151 are core-funded (USD 28.6 million) and 11 SPC-funded (USD 3.2 million) budget.

B2018-2019 Staffing Table Costs (Core and SPC) (in thousands of USD) Table 5

Funds/Programmes

Initial B2016-2017 Number of

Funded Posts

B2018-2019

Number of Funded

Posts

Variance

No. of Posts

Initial B2016-2017

Staffing Table Costs

Estimated B2018-2019

Staffing Table Costs

Change over

Initial B2016-

2017 %

UNU Centre 50 49 -1 10,084 9,989 -0.9%

UNU HQ 34 33 -1 6,190 6,784 9.6%

UNU-CPR 9 6 -3 2,546 1,563 -38.6%

UNU-EGOV 3 3 - 671 550 -18.0%

UNU-ViE 4 7 3 677 1,092 61.3%

UNU-BIOLAC - - - - - 0.0%

UNU-CRIS 3 1 -2 530 294 -44.5%

UNU-CS 4 5 1 1,110 1,258 13.3%

UNU-EHS 7 8 1 1,530 1,387 -9.3%

UNU-FLORES 9 10 1 1,781 1,947 9.3%

UNU-GCM 2 3 1 403 747 85.4%

UNU-IAS 2 6 4 501 765 52.7%

UNU-IIGH 13 13 - 1,931 1,744 -9.7%

UNU-INRA 4 4 - 746 683 -8.4%

UNU-INWEH 6 5 -1 1,355 1,208 -10.8%

UNU-IRADDA 7 7 - 1,222 478 -60.9%

UNU-MERIT 12 12 - 3,262 2,956 -9.4%

UNU-WIDER 27 27 - 5,595 4,934 -11.8%

UNU HQ Bldg 1 1 - 393 225 -42.7%

Total (Core-Funded) 147 151 4 30,443 28,615 -6.0%

UNU-CPR - 115 0.0%

UNU- ViE - 1 1 - 176 0.0%

UNU-EHS 2 4 2 45 667 1,382.2%

UNU-IAS 5 2 -3 1,733 1,375 -20.7%

UNU-WIDER 3 4 1 890 836 -6.1%

Total (SPC-Funded) 10 11 1 2,668 3,169 18.8%

GRAND TOTAL 157 162 5 33,111 31,784 -4.0%

70. The detailed UNU Staffing Table provides the framework within which the University can develop and execute its human resources strategy for B2018-2019; it is presented in Annexes III and IV.

20

71. The core-funded posts include: 85 Professional posts, 18 National Professional Officer posts, and 48 General Service posts. The SPC-funded posts consist of 9 Professional posts, 1 National Professional Officer post, and 1 General Service post. In addition, 19 non-funded posts listed on the staffing table will be filled only as voluntary contributions or specific project contributions are secured to cover salary and related costs.

72. Out of a total of 94 Professional posts UNU-wide, 71 posts or 75.5 per cent of all Professional posts are academic posts.

73. The distribution of Staffing Table costs, as shown in Graph 4, demonstrates a higher percentage of expenditure allocated to academic personnel. Given that several senior staff and other staff under non-academic contracts also perform academic tasks, the University’s ratio of academic to non-academic work is presumably even higher.

74. Other personnel costs consist of salaries of short-term contractors engaged under a Personnel Service Agreement. The expenditure during B2018-2019 is estimated to be USD 16.9 million, reflecting a nominal increase of 1.6 per cent over the initial B2016-2017 budget, as summarised in Table 6.

B2018-2019 Other Personnel Costs (Core and SPC-Funded) (in thousands of USD) Table 6

Expenditure Actual

B2014-2015 Initial

B2016-2017

Estimated B2018-

2019

Change over Initial

2016-2017 %

Other Personnel Costs (Core-Funded) 6,678 10,905 10,112 -7.3%

Other Personnel Costs (SPC-Funded)

8,412 5,732 6,799 18.6%

Total Costs 15,090 16,637 16,911 1.6%

Graph 4

21

(c) General Expenses

75. General expenses include: (i) travel costs; (ii) contractual services; (iii) maintenance and operating costs of UNU Headquarters Building in Tokyo; (iv) general operating expenses, which mainly cover communications, maintenance of equipment, supplies, and materials; and (v) acquisition of furniture and equipment, including IT equipment.

76. The general expenses during B2018-2019 are estimated to be USD 19.4 million, an increase of 1.4 per cent from the initial B2016-2017 budget as summarised in Table 7. They include indirect costs that are incurred for common objectives of UNU, such as the financial management system of the University (PeopleSoft ATLAS), human resources services provided by United Nations Development Programme (UNDP)/Staff Administrative Service, and audits.

B2018-2019 General Expenses (in thousands of USD) Table 7

Expenditure Actual B2014-

2015

Initial B2016-

2017

Estimated B2018-

2019

Change over Initial

B2016-2017 %

Travel 2,315 3,020 2,975 -1.5%

Contractual Services 2,387 1,411 967 -31.5%

Maintenance and Operating Costs of UNU HQ Bld 5,207 3,868 4,332 12.0%

General Operating Expenses 7,315 9,411 9,637 2.4%

Furniture and Equipment 2,621 1,477 1,538 4.1%

Total 19,845 19,187 19,449 1.4%

(d) Specific Projects (SPC-Funded)

77. In addition to the core budget, the B2018-2019 budget shows an estimated USD 34.3 million allocated to specific projects funded from SPCs, a decrease of 1.5 per cent compared to the initial B2016-2017 budget.

78. Given that the B2018-2019 budget was formulated with extreme prudence and represents the lowest estimate based on prevailing information at the time of the budget formulation, it is expected that additional SPCs will be received during B2018-2019, permitting a higher level of expenditure for specific projects.

79. SPCs comprise voluntary contributions earmarked for a specific project. This category of voluntary contributions supports academic activities over and above planned activities financed from the core income. Funds in this category may also be used to meet the costs associated with the administration and general operations of an institute or programme.

80. Obligations can be incurred and payments made only after SPC funds have been received in UNU accounts. If funds for specific projects do not materialise in the course of the budget execution, the activities will not be initiated and no expenditure will be incurred.

22

Income Estimates

81. In accordance with the UNU Charter (Article IX), capital costs and recurrent costs of the University are met from voluntary contributions, or from the income derived therefrom. The UNU is not financed through assessed contributions by Member States but solely from voluntary contributions. UNU does not receive any subvention from the regular budget of the United Nations.

82. Voluntary contributions are sourced from governments, bilateral and multilateral agencies, foundations, and other public and private sector sources. The estimated income in the amount of USD 108.5 million for B2018-2019 can be further categorised as core income and specific project contributions.

83. Core income represents voluntary contributions which are not earmarked. Core income comprises income from the UNU Endowment Fund, operating contributions, other income, and cumulative surplus. The estimated core income amounts to USD 74.2 million (68.4 per cent of the total estimated income), comprising USD 32.4 million in endowment fund income; USD 31.0 million in operating contributions; USD 8.5 million from the cumulative surplus which was carried forward and USD 2.3 million from other income. Compared to the initial B2016-2017 budget, estimated core income is expected to decrease by 10.4 per cent.

84. SPCs represent voluntary contributions that are earmarked for specific academic projects and aligned with the priorities set by the UNU Council. They are primarily intended to support academic activities over and above activities financed from core income. Estimated SPCs amount to USD 34.3 million (31.6 per cent of the total estimated income).

85. Both Graph 5 and Table 8 show the source of the estimated income.

B2018-2019 Income (in thousands of USD) Table 8

Income Category Actual

B2014-2015 Initial

B2016-2017

Estimated B2018-

2019

Change over Initial

B2016-2017 %

Endowment Fund 32,824 33,281 32,431 -2.6%

Cumulative Surplus 10,896 12,841 8,455 -34.2%

Operating Contributions 32,509 33,914 30,957 -8.7%

Other Income 3,966 2,730 2,350 -13.9%

Total Core Funding 80,195 82,766 74,193 -10.4%

Specific Project Contributions (SPC) 59,418 34,807 34,268 -1.5%

Total 139,613 117,573 108,461 -7.8%

Graph 5

23

86. The estimated income for B2018-2019, composed of core income and specific project contributions is summarised in Table 9.

B2018-2019 Income by Fund (in thousands of USD) Table 9

Core Income SPC

Fund/Programmes T

ota

l In

com

e

(Co

re+

SP

C)

To

tal

Co

re

Inco

me

En

do

wm

en

t F

un

d

Cu

mu

lati

ve

S

urp

lus

Op

era

tin

g

Co

ntr

ibu

tio

ns

Oth

er

Inco

me

Sp

eci

fic

Pro

ject

C

on

trib

uti

on

s

UNU Centre 27,129 20,823 15,724 1,467 3,632 - 6,306

UNU HQ 14,153 12,734 12,031 293 410 - 1,419

UNU-CPR 5,977 3,867 3,693 174 - - 2,110

UNU-EGOV 2,310 2,000 - 1,000 1,000 - 310

UNU-ViE 4,689 2,222 - - 2,222 - 2,467

UNU-BIOLAC 926 926 926 - - - -

UNU-CRIS 1,886 1,480 - - 1,480 - 406

UNU-CS 4,744 4,744 3,776 - 968 - -

UNU-EHS 4,625 2,234 234 - 2,000 - 2,391

UNU-FLORES 3,838 3,431 - - 3,431 - 407

UNU-GCM 1,697 1,667 - - 1,667 - 30

UNU-IAS 17,766 2,696 - - 2,696 - 15,070

UNU-IIGH 4,040 3,686 3,686 - - - 354

UNU-INRA 1,231 1,126 850 276 - - 105

UNU-INWEH 3,596 3,288 - 280 3,008 - 308

UNU-IRADDA 984 984 434 550 - - -

UNU-MERIT 7,969 6,112 1,978 1,520 2,614 - 1,857

UNU-WIDER 23,082 16,048 4,823 4,102 7,123 - 7,034

UNU HQ Bldg 4,948 4,948 - 260 2,338 2,350 -

Total Budget 108,461 74,193 32,431 8,455 30,957 2,350 34,268

Estimated Core Income

(a) Income from the UNU Endowment Fund

87. Capital contributions mobilised for the UNU Centre, UNU-BIOLAC, UNU-CS, UNU-EHS, UNU-IIGH, UNU-INRA, UNU-IRADDA, UNU-MERIT, and UNU-WIDER are invested as a pool under the fiduciary responsibility of the Secretary-General of the United Nations. Income derived from the investment of the UNU Endowment Fund and distributed to the UNU Centre and each of the above institutes is proportionate to the amount of capital contributions invested.

24

88. The UNU Council decided at its 46th session in December 1999 that the annual investment income from the UNU Endowment Fund should be limited to 5.00 per cent of the five-year average market value of the UNU Endowment Fund. This limit is meant to protect the long-term capital value of the UNU Endowment Fund. The 5.00 per cent figure is used by universities in the United States of America with similar, medium-sized endowments. An ad-hoc advisory committee on the investment of the UNU Endowment Fund, comprising a number of financial experts, recommended the 5.00 per cent limit to the UNU Council. To ensure the sustainability of the UNU Endowment Fund, the withdrawal limit has been lowered to 4.75 percent of the five-year average market value.

89. Endowment fund income for B2018-2019 is estimated to be USD 32.4 million, representing a slight decrease of 2.6 per cent compared to the initial B2016-2017 budget as summarised in Table 10.

B2016-2017 Income from Endowment Fund (in thousands of USD) Table 10

Funds/Programmes Actual

B2014-2015 Initial

B2016-2017 Estimated

B2018-2019

Change over Initial B2016-2017

%

UNU Centre 14,212 15,240 15,724 3.2%

UNU HQ 13,231 10,630 12,031 13.2%

UNU-CPR 981 4,610 3,693 -19.9%

UNU-BIOLAC 919 951 926 -2.6%

UNU-CS 3,685 3,813 3,776 -1.0%

UNU-EHS 285 295 234 -20.7%

UNU-IIGH 3,151 4,192 3,686 -12.1%

UNU-INRA4 from HQ’s EF from INRA’s EF

1,724 1,000

724

1,272 500 772

850 -

850

-33.2% -100% 10.1%

UNU-IRADDA - 582 434 -25.4%

UNU-MERIT 1,933 2,000 1,978 -1.1%

UNU-WIDER 4,815 4,936 4,823 -2.3%

UNU HQ Bldg. 2,100 - - 0.0%

Total 32,824 33,281 32,431 -2.6%

(b) Cumulative Surplus Carried Forward

90. These funds, resulting, from a surplus of income over expenditure from the previous biennia, are mobilised with the approval of the UNU Council to supplement the financing of the budget. Given the different funding schemes among institutes/programmes as well as individual project timelines, fluctuations are to be expected.

4 Endowment fund income in B2014-2015 reflects a transfer of USD 1.0 million from the UNU Centre to UNU-INRA as authorised by the UNU Council. The transfer from UNU Centre to UNU-INRA in B2016-2017 as approved by the Council amounted to USD 0.5 million. No transfer is foreseen in B2018-2019.

25

91. The cumulative surplus projected as at 31 December 2017 is estimated at USD 23.3 million, of which USD 8.5 million will be used to finance the B2018-2019 budget, a decrease of 34.2 per cent compared to the current biennium (USD 12.8 million).

92. The breakdown of cumulative surplus carried forward between the UNU Centre and UNU institutes is as per Table 11:

B2018-2019 Cumulative Surplus Carried Forward (in thousands of USD) Table 11

Funds/Programmes Actual

B2014-2015

Initial

B2016-2017

Estimated B2018-2019

Change over Initial B2016-

2017 %

UNU Centre 3,179 1,285 1,467 14.2%

UNU HQ 1,867 1,265 293 -76.8%

UNU-CPR 964 - 174 0.0%

UNU-EGOV - 20 1,000 4,900%

UNU-ViE 348 - - 0.0%

UNU-CS - - - 0.0%

UNU-FLORES 1,818 - - 0.0%

UNU-GCM 962 - - 0.0%

UNU-IAS 687 - - 0.0%

UNU-IIGH 545 - - 0.0%

UNU-INRA 411 76 276 263.2%

UNU-INWEH - - 280 0.0%

UNU-IRADDA - 1,201 550 -54.2%

UNU-MERIT - 1,344 1,520 13.1%

UNU-WIDER 3,236 8,935 4,102 -54.1%

UNU HQ Bldg. - - 260 0.0%

FAP 58 - - 0.0%

Total 10,896 12,841 8,455 -34.2%

(c) Operating Contributions

93. Operating contributions are discretionary funds which can be utilised to meet the costs associated with academic activities as well as the administration and general operations of an institute or programme. Such contributions are generally not earmarked for a specific academic project at the time of receipt.

94. Operating contributions estimated to be received during B2018-2019 amount to USD 31.0 million, reflecting a decrease of 8.7 per cent from B2016-2017. The decrease is mainly due to the exclusion of the 2019 operating contributions from UNU-EGOV in its budget proposal pending the renewal of the funding agreement. In addition, no operating contributions are expected for UNU-IRADDA as discussions are on-going with the host government.

95. Conversely, UNU-CRIS, which is primarily funded through operating contributions from host country donors, registers an increase following renewed funding pledges.

96. The specific contribution received from MOFA for UNU will be allocated to the UNU Centre (15 per cent of the total) and to the maintenance costs and operating expenses of the UNU Headquarters Building in Tokyo (85 per cent of the total).

26

97. Table 12 shows the breakdown of all the estimated operating contributions between the UNU Centre and UNU institutes.

B2018-2019 Operating Contributions (in thousands of USD) Table 12

Funds/Programmes Actual

B2014-2015

Initial B2016-2017

Estimated B2018-2019

Change over Initial B2016-2017

%

UNU Centre 5,378 4,615 3,632 -21.3%

UNU HQ 683 468 410 -12.4%

UNU-CPR 1,562 - - 0.0%

UNU-EGOV 1,000 1,980 1,000 -49.5%

UNU-ViE 2,133 2,167 2,222 2.5%

UNU-BIOLAC - - - 0.0%

UNU-CRIS 1,201 611 1,480 142.2%

UNU-CS 720 928 968 4.3%

UNU-EHS 2,129 1,950 2,000 2.6%

UNU-FLORES 2,782 3,346 3,431 2.5%

UNU-GCM 342 1,679 1,667 -0.7%

UNU-IAS 2,649 2,402 2,696 12.2%

UNU-IIGH 200 - - 0.0%

UNU-INRA - 500 - -100%

UNU-INWEH 3,600 3,169 3,008 -5.1%

UNU-IRADDA 1,250 2,750 - -100%

UNU-MERIT 2,263 1,909 2,614 36.9%

UNU-WIDER 8,721 8,122 7,123 -12.3%

FAP (30) - - 0.0%

UNU HQ Bldg 1,304 1,933 2,338 21.0%

Total 32,509 33,914 30,957 -8.7%

(d) Other Income

98. Other income is derived from services provided to the HQ Building tenants and from users of the UNU Headquarter’s conference facilities. The estimated income from these activities for B2018-2019 is USD 2.8 million, a decrease of 12.5 per cent over the initial B2016-2017 budget (USD 3.2 million), which is mainly attributed to the lower rental income from UNU HQ Building tenants. The total other income is reduced by USD 0.4 million to USD 2.4 million due to the repayment to the Endowment Fund of a cash advance for the refurbishment of the HQ Building (see Table 20).

Estimated Income from Specific Project Contributions (SPCs)

99. While the level of core contributions can be estimated at the beginning of the biennium, the estimate of new SPC amounts will be subject to some uncertainty. This has been mitigated by deriving estimates of SPCs based on projects that have assured funding.

100. Only assured SPC funding at the time this budget was formulated (August 2017) is reflected in this budget proposal.

27

101. Projected SPC income for B2018-2019 amounts to USD 34.3 million, representing a decrease of 1.5 per cent compared to the initial B2016-2017 (USD 34.8 million) as per Table 13.

B2018-2019 Income from Specific Project Contributions

(in thousands of USD) Table 13

Funds /Programmes

Actual B2014-2015

Initial

B2016-2017

Estimated B2018-

2019

Change over Initial

B2016-2017 %

Breakdown of new and c/f SPC 2018-

2019

New c/f SPC

UNU Centre 5,739 2,884 6,306 118.7% 4,292 2,014

UNU HQ 1,778 756 1,419 87.7% 569 850

UNU-CPR 418 195 2,110 982.1% 1,022 1,088

UNU-EGOV 264 65 310 376.9% 250 60

UNU-ViE 3,279 1,868 2,467 32.1% 2,451 16

UNU-BIOLAC - - - - - -

UNU-CRIS - - 406 - 406 -

UNU-CS 30 - - - - -

UNU-EHS 4,318 1,710 2,391 39.8% 2,352 39

UNU-FLORES 247 341 407 19.4% 339 68

UNU-GCM 35 - 30 - 24 6

UNU-IAS 31,455 22,852 15,070 -34.1% 11,070 4,000

UNU-IIGH 518 326 354 8.6% 258 96

UNU-INRA 1,462 1,350 105 -92.2% 105 -

UNU-INWEH 1,181 359 308 -14.2% 125 183

UNU-IRADDA - - - - - -

UNU-MERIT 8,001 2,714 1,857 -31.6% 1,354 503

UNU-WIDER 6,432 2,271 7,034 209.7% 6,034 1,000

UNU HQ Bldg - - - - - -

Total 59,418 34,807 34,268 -1.5% 26,359 7,909

Graph 6

28

102. New SPC income is expected to increase by USD 2.4 million, which represents a growth in new SPC income of 10 per cent, despite the relative decrease in overall SPC income for B2018-2019 as compared with B2016-2017. Graph 6 shows the historical trend of actual SPC income carried forward and new SPC income received over four biennia as well as the SPC income received during B2016-2017.

Budget for Managing and Maintaining the UNU Headquarters Building in Tokyo

103. Since B2006-2007, the UNU Headquarters Building in Tokyo has been administrated as a separate budgetary fund. The total expenditure for operating and maintaining the UNU Headquarters Building must be covered from the income generated from the building operations and from voluntary contributions received from the host country (Japan). The UNU Headquarters Building’s budget represents 4.6 per cent of the total UNU budget.

104. During B2018-2019, estimated expenditures for regular maintenance, utilities, and personnel will amount to USD 4.9 million. The estimated budget allocated to the UNU Headquarters Building for B2018-2019, shown below in Table 14, has increased by 6.1 per cent from the initial B2016-2017 budget (USD 4.7 million).

B2018-2019 UNU Headquarters Building Budget (in thousands of USD) Table 14

Expenditure Actual

B2014-2015 Initial

B2016-2017 Estimated

B2018-2019

Change over Initial

B2016-2017 %

Staffing Table and Other Personnel Costs 305 633 507 -19.9%

General Expenses:

Maintenance and Operating Costs

5,207 3,868 4,441 14.8%

Safety and Security Coordination 22 54 - -100.0%

Others 487 108 - -100.0%

Total 6,021 4,663 4,948 6.1%

Income

Operating Contribution:

Contribution for Maintenance (received from MoFA)

1,304 1,933 2,338 21.0%

Other Income:

Contribution for Maintenance from UNU HQ Bldg. Tenants

1,842 2,304 1,978 -14.1%

Fee charged for Utilisation of Conference Facilities

941 542 792 46.1%

Cost Sharing for Safety and Security Coordination

- 54 - -100.0%

Reimbursements (Reimbursement from sound system operation)

2 250 - -100.0%

Repayment to the Endowment Fund - -420 -420 -

Cumulative Surplus Carried Forward - - 260 -

Total 4,089 4,663 4,948 6.1%

29

105. The financing of maintenance and operating costs of the UNU Headquarters Building comes from three sources of income:

(i) Contributions received from MOFA for the maintenance and the administration of the UNU Headquarters facilities. The expected contribution for B2018-2019 amounts to USD 2.3 million.

(ii) Contributions for the use of office space received from United Nations offices (ILO, UNDP, UNFPA, UNIC, UNIDO, UNICEF, UNOPS, UNWTO, WFP) and from the Japan Foundation for UNU. The total estimated rental income for B2018-2019 amounts to USD 2.0 million.

(iii) Fees are charged for the utilisation of conference facilities in the UNU Headquarters Building. These facilities are used extensively for UNU activities and are also rented to United Nations agencies and to third parties external to the United Nations system, i.e. NGOs and private sector companies. For B2016-2017 (as of September 2017), a total of 944 events were organised, of which 695 events were organised by UNU or United Nations agencies.

106. Owing to the aging of the building after nearly 25 years of operations, the prevention of structural damage and repair are essential to avoid breakdown in structural equipment. The owner of the building, MEXT, is pursuing, in close consultation with the University, a programme of structural repairs in accordance with the Agreement Between the United Nations and the Government of Japan Regarding the Headquarters of the United Nations University, dated 14 May 1976.

107. At its 60th session in November 2013, the UNU Council took note of the necessity to refurbish the UNU Headquarters Building to maximise the utilisation of office space to accommodate the staff and students of the merged UNU-IAS/UNU-ISP institute and reorganised UNU-Centre within the Headquarters Building. The refurbishment was financed from a USD 2.1 million cash advance from the UNU Endowment Fund. The cash advance is to be reimbursed over a ten-year period, commencing in 2016. The B2018-2019 budget shows a provision of USD 0.4 million, which represents the third and fourth instalments of the reimbursement.

30

Foreign Exchange Exposure

108. In line with United Nations Financial Regulation 2.2, the UNU budget is prepared in United States dollars, although income and expenditure are received and expended in various currencies across the budget period owing to the decentralised nature of UNU with locations in ten different countries across the globe.

109. In addition to United States dollars, UNU also operates accounts in Japanese yen and euro. Expenditures in these currencies are by and large covered by income in the same currencies thereby limiting exposure to foreign exchange fluctuations. However, to mitigate adverse foreign exchange fluctuations in B2018-2019, the budget includes generous pro forma calculations for estimating costs of staffing table posts.5

110. Further, throughout its budget execution, the University carefully monitors exchange rates. UNU regularly assesses the need for additional, preventive measures.

Budget Authorisations Given by the UNU Council to the Rector

111. In connection with the decision to adopt the budget, the UNU Council considers the necessary budget authorisations, which might be required by the Rector as chief academic and administrative officer, to effectively execute the budget of the University. In this regard, the UNU Council:

(i) Authorises the Rector to transfer up to a total of 15 per cent from the UNU Centre to institutes; also authorises the Rector to transfer up to a total of 15 per cent from any budget line of the UNU Centre or within respective institutes’ budgets;

(ii) Further authorises the Rector to accept and utilise additional funds which may be received by the University during B2018-2019 for the work programme that has been approved by the Council;

(iii) Further authorises the Rector, where necessary, to establish and reclassify posts on the B2018-2019 staffing table, within the available resources;

(iv) Stipulates that the Rector shall consult the Council when the University has to make expenditure commitments which would exceed the total approved budget and that all such actions shall be approved by the Council in due course.

5 42% common staff cost is factored into the pro forma calculations for any staffing table post

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IV. Work Programme of the United Nations University B2018-2019

Note of Guidance

The following guidance is intended to facilitate the interpretation of the charts and figures presented in this section:

• The University’s work programme for B2018-2019 is presented by each UNU institute.

• The research programmes of the institutes contain smaller sub-projects. Each research programme contributes to one of the thematic areas of focus defined in the UNU Strategic Plan 2015-2019.

• All figures presented for the biennia 2010-2011, 2012-2013 and 2014-2015 represent final values at the end of the respective biennia. Figures shown for B2016-2017 marked with the annotation ‘revised’ are based on the data available as of the last budget revision, undertaken on 30 April 2017. Figures shown for B2016-2017 marked with the annotation ‘adjusted’ combine data from the latest budget revision, as well as actual SPC income received through until July 2017. Figures shown for B2018-2019 are forecasted estimates.

• Measures of success are indicative measures of programme success. Implementation of academic programmes is monitored at the level of projects throughout the biennium.

• The figures presented in this section do not reflect anticipated counterpart support from cooperating institutions, as in the case of UNU-BIOLAC, UNU-CRIS and UNU-MERIT, among others.

Tables and charts:

• SPC funding for B2016-2017 (Adjusted) takes into account income received during the period 1 January 2016 to 31 July 2017.

• The ratios reflected in the chart ‘Allocation of Resources’ are based on figures reported by the directors and heads of the UNU institutes. They represent the expected allocation of human, financial and material resources at the outset of a biennium.

32

0 200 400 600 800 1,000

B2018-2019(Estimated)

B2016-2017(Revised)

Income Category (in thousands USD)

Endowment Fund

B2

01

0-2

01

1(A

ctu

al)

B2

01

2-2

01

3(A

ctu

al)

B2

01

4-2

01

5(A

ctu

al)

B2

01

6-2

01

7(A

dju

sted

)

B2

01

8-2

01

9(E

stim

ated

)

New Funding

3 34

3 3

0%10%20%30%40%50%60%70%80%90%100%

0

1

2

3

4

5

B2

01

0-2

01

1(A

ctu

al)

B2

01

2-2

01

3(A

ctu

al)

B2

01

4-2

01

5(A

ctu

al)

B2

01

6-2

01

7(R

evis

ed)

B2

01

8-2

01

9(E

stim

ated

)

Funded Personnel

PSA

Personnelcost as % oftotal budget

12%

12%

54%

53%

1%

1%

33%

34%

B2018-2019(Estimated)

B2016-2017

Allocation of Resources

Research Capacity development Communications Administration

UNU-BIOLAC Programme and Budget 2018-2019

UNU-BIOLAC is located in Caracas, Venezuela and focuses on strengthening the capacities of institutions and scientists in Latin America and the Caribbean. UNU-BIOLAC conducts training courses, workshops, seminars, and research/training fellowships. The focus is on collaborative and ‘hands-on’ approaches to capacity development. UNU-BIOLAC seeks primarily to support capacity development amongst young researchers in the field of biotechnology so that they can better respond to challenges in the region.

Targeted Policy Processes

Since its establishment in 1975, UNU-BIOLAC has worked closely with the Government of Venezuela through the Ministry of Science and Technology and the Ministry of Foreign Affairs. On many occasions, the programme responded to specific training requests from the Venezuelan authorities, which led to the development of practical courses in the field of agro-biotechnology. UNU-BIOLAC has also provided safety assessments, as well as workshops on bioethics and intellectual property for many institutions working in the field of biotechnology.

33

Research Programmes Programme Name Theme(s) Personnel USD (thousands)

Biotechnology Programme Environment, Climate and Energy

Higher Education Policy 4 personnel 610

The Programme targets specific areas of biotechnology, such as climate change and bioenergy, vector control of emerging diseases, industrial biotechnology, and bioinformatics in the era of big data and bioethics.

Measures of success

• Facilitate and co-fund 24 (12 per year) research fellowships in biotechnology.

• At least 65 per cent of UNU-BIOLAC fellows publish one or more papers related to the research they conducted during their fellowship.

• Facilitate and co-fund 36 (18 per year) training courses to build regional capacities in the most relevant topics in the field of biotechnology.

Capacity Development and Degree Programme Activities

UNU-BIOLAC co-organises high-level courses and workshops all around Latin America and the Caribbean. These courses train young researchers to address health and environmental problems of the region. UNU-BIOLAC mobilises more than 360 students and at least 36 teachers each year.

Collaboration Highlights (B2016-2017)

The Programme was involved in establishing forensic genetics laboratories in several countries of Latin America including, Guatemala, Honduras, Venezuela, and Bolivia. These laboratories are responsible for determining a person’s identity in criminal cases and in DNA testing.

UNU-BIOLAC carried out biosafety and risk assessment capacity-building activities, which led to the creation of biosafety boards in many Latin American countries as well as new laboratories to track genetically modified organisms (GMOs) using the latest tools in molecular biology.

UNU-BIOLAC organised a workshop that brought together researchers from Italy and Uruguay for a project that sequenced the genome of the local Tannat grapes used in Uruguayan wine.

UNU-BIOLAC and UNESCO continue to collaborate in a project that seeks to compile policies and policy instruments for the development of biotechnology in the Latin American region.

34

65%

75%

46%

19%

10%

37%

8%

4%

17%

7%

11%

B2018-2019(Estimated)

CPR 2016-2017

ONY 2016-2017

ALLOCATION OF RESOURCES

Research Communications Administration Other

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000

B2018-2019(Estimated)

B2016-2017(Joint Revised)

Income Category (in thousands USD)

Endowment Fund Cumulative Surplus SPC (includes c/f)

0

500

1,000

1,500

2,000

B2

01

0-2

01

1(A

ctu

al)

B2

01

2-2

01

3(A

ctu

al)

B2

01

4-2

01

5(A

ctu

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B2

01

6-2

01

7(J

oin

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sted

)

B2

01

8-2

01

9(E

stim

ated

)

New Funding

SPCInternational

SPC Domestic

46

13

2 2

7

95

0%10%20%30%40%50%60%70%80%90%100%

0

4

8

12

16

20

B2

01

0-2

01

1(A

ctu

al O

NY

)

B2

01

2-2

01

3(A

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NY

)

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01

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01

5(J

oin

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01

6-2

01

7(J

oin

t R

evis

ed)

B2

01

8-2

01

9(E

stim

ated

)

Funded Personnel

UN Staff

PSA

Personnelcost as % oftotal budget

UNU-CPR Programme and Budget 2018-2019

From January 2018, the UNU Centre for Policy Research (UNU-CPR), located in Tokyo, and the UNU Office to the United Nations in New York (UNU-ONY), will operate as a single entity. The merged entity will carry the name, UNU Centre for Policy Research (UNU-CPR). It will generate policy research aimed at informing major United Nations debates in the areas of peace and security, development, and global governance. Leveraging its proximity to the United Nations headquarters, UNU-CPR will also provide strategic representational support.

Targeted Policy Processes

Through 2017, UNU-ONY supported UNU’s Chairmanship of the GMG. In 2018, the new UNU-CPR will provide support to the incoming GMG Chairs – the International Organization for Migration (IOM) and the Food and Agricultural Organization of the United Nations (FAO) –, as well as to the Office of the Special Representative of the Secretary-General for International Migration during the course of the negotiation of the Global Compact for Migration.

UNU-CPR will continue supporting the objectives of SDG 8.7, especially through its participation in the Alliance 8.7. Together with the Alliance, UNU-CPR is building a global Knowledge Platform to help policy-makers take steps to eradicate forced labour, modern slavery, human trafficking and child labour.

The Secretary-General has initiated several efforts to adapt the conflict management tools of the United Nations to evolving conflict dynamics, while adopting a more preventive posture across its interventions. The Centre will feed into these discussions by identifying lessons and good practices from past preventive efforts by mediators as well as United Nations Resident Coordinators, and by providing research on a) the interplay of United Nations sanctions and mediation; b) peacebuilding in post-jihadi areas; and, c) efforts to demobilize and reintegrate children affected by violent extremist groups.

At the request of the Secretary-General, UNU-CPR is developing a project that will consider how the United Nations should help strengthen global governance of frontier technologies, including cyberspace, artificial intelligence, and new weaponry. UNU-CPR will provide inputs to the Executive Office of the Secretary-General and to the United Nations System Chief Executives Board for Coordination (CEB).

35

Research Programmes Programme Name Theme(s) Personnel USD (thousands)

Peaceful, Just and Inclusive Societies

Peace and Governance 8 personnel 698

In this programme, UNU-CPR aims to support the attainment of peaceful, just and inclusive societies by producing policy research on both the nature of and solutions to violence and conflict. Measures of success

• Publish three major policy research outputs involving case-study compilations and cross-cutting policy research analysis.

• Provide at least two policy research outputs that result in identifiable United Nations uptake of policy analysis.

• Double CPR website visitors over previous biennium.

Leaving No-one Behind Global Development and Inclusion 9 personnel 1,549

This programme focuses policy research on the most vulnerable