{"id":181614,"date":"1999-01-29T00:00:00","date_gmt":"2019-03-11T21:13:40","guid":{"rendered":"https:\/\/www.un.org\/unispal\/?p=181614"},"modified":"2019-03-11T21:13:40","modified_gmt":"2019-03-11T21:13:40","slug":"auto-insert-181614","status":"publish","type":"document","link":"https:\/\/www.un.org\/unispal\/document\/auto-insert-181614\/","title":{"rendered":"UNDOF – Finance – SecGen report\/Add."},"content":{"rendered":"
\n
\n

Financing of the United Nations peacekeeping forces in the Middle East:<\/strong><\/p><\/div>\n

\n

United Nations Disengagement Observer Force<\/strong><\/p><\/div>\n

\n

Report of the Secretary-General<\/strong><\/p><\/div>\n

\n

Addendum<\/strong><\/p><\/div>\n

\n

Summary<\/i><\/p><\/div>\n

<\/p>\n

\n

\t<\/span>The  present  report contains the proposed budget for the 12-month period from 1 July 1999 to 30 June 2000 for the maintenance of the United Nations Disengagement Observer Force (UNDOF), which amounts to $33,247,500 gross ($32,514,600 net).<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>Of the total budget, some 57 per cent of resources relate to military personnel costs. Civilian personnel costs account for 15 per cent of the budget, operational costs reflect 26 per cent while staff assessment comprises 2 per cent of the total.<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>The actions to be taken by the General Assembly are set out in paragraph 33 of the report.<\/p><\/div>\n

<\/p>\n

\n

Contents<\/strong><\/p><\/div>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/td>\n<\/td>\n<\/td>\n\n

Paragraph<\/i><\/p>\n<\/td>\n

\n

Page<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

I.<\/p>\n

II.<\/p>\n

III.<\/p>\n

IV.<\/p>\n

V.<\/p>\n<\/td>\n

\n

Overview<\/p>\n

Political mandate<\/p>\n

Operational plan and requirements<\/p>\n

Contributions made under the status-of-forces agreement<\/p>\n

Financial administration<\/p>\n<\/td>\n

\n

1-3<\/p>\n

4-5<\/p>\n

6-16<\/p>\n

17<\/p>\n

<\/td>\n

\n

3<\/p>\n

4<\/p>\n

4<\/p>\n

5<\/p>\n

5<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

A.<\/p>\n<\/td>\n

\n

Approved budget and expenditures for the period from inception to 30 June 1999<\/p>\n<\/td>\n

<\/td>\n\n

5<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

B.<\/p>\n<\/td>\n

\n

Voluntary contributions and trust fund contributions<\/p>\n<\/td>\n

<\/td>\n\n

6<\/p>\n<\/td>\n<\/tr>\n

\n

VI.<\/p>\n<\/td>\n

\n

Status of reimbursement to troop-contributing Governments<\/p>\n<\/td>\n

\n

18-19<\/p>\n<\/td>\n

\n

6<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

A.<\/p>\n

B.<\/p>\n<\/td>\n

\n

Current troop contributors<\/p>\n

Status of reimbursement<\/p>\n<\/td>\n

\n

18<\/p>\n

19<\/p>\n<\/td>\n

\n

6<\/p>\n

7<\/p>\n<\/td>\n<\/tr>\n

\n

VII.<\/p>\n<\/td>\n

\n

Contingent-owned equipment<\/p>\n<\/td>\n

\n

20-24<\/p>\n<\/td>\n

\n

7<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

A.<\/p>\n

B.<\/p>\n<\/td>\n

\n

Method of reimbursement<\/p>\n

Requirements<\/p>\n<\/td>\n

\n

20<\/p>\n

21-24<\/p>\n<\/td>\n

\n

7<\/p>\n

7<\/p>\n<\/td>\n<\/tr>\n

\n

VIII.<\/p>\n<\/td>\n

\n

Staffing requirements<\/p>\n<\/td>\n

\n

25-27<\/p>\n<\/td>\n

\n

7<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

A.<\/p>\n

B.<\/p>\n<\/td>\n

\n

Changes in staffing requirements<\/p>\n

Current and proposed staffing<\/p>\n<\/td>\n

\n

25-27<\/p>\n

<\/td>\n

\n

7<\/p>\n

9<\/p>\n<\/td>\n<\/tr>\n

\n

IX.<\/p>\n

X.<\/p>\n<\/td>\n

\n

Cost estimates for the period from 1 July 1999 to 30 June 2000<\/p>\n

Action to be taken by the General Assembly at its fifty-third session<\/p>\n<\/td>\n

\n

28-32<\/p>\n

33<\/p>\n<\/td>\n

\n

10<\/p>\n

11<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Annexes<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

I.<\/p>\n<\/td>\n

\n

Cost estimates for the period from 1 July 1999 to 30 June 2000<\/p>\n<\/td>\n

\n

12<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

A.<\/p>\n

B.<\/p>\n

C.<\/p>\n<\/td>\n

\n

Summary statement<\/p>\n

Distribution of resources by major cost components<\/p>\n

Supplementary information<\/p>\n<\/td>\n

\n

12<\/p>\n

14<\/p>\n

15<\/p>\n<\/td>\n<\/tr>\n

\n

II.<\/p>\n<\/td>\n

\n

Cost estimates for the period from 1 July 1999 to 30 June 2000:  analysis<\/p>\n<\/td>\n

\n

18<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

A.<\/p>\n

B.<\/p>\n

C.<\/p>\n

D.<\/p>\n<\/td>\n

\n

Standard and mission-specific costs and ratios<\/p>\n

Distribution of resources by budgetary cost parameters: standard & mission-specific costs<\/p>\n

Requirements for non-recurrent costs<\/p>\n

Job descriptions:  new posts<\/p>\n<\/td>\n

\n

18<\/p>\n

21<\/p>\n

22<\/p>\n

29<\/p>\n<\/td>\n<\/tr>\n

\n

III.<\/p>\n<\/td>\n

\n

Observations and comments on previous recommendations of the Advisory Committee on Administrative and Budgetary Questions<\/p>\n<\/td>\n

\n

32<\/p>\n<\/td>\n<\/tr>\n

\n

IV.<\/p>\n<\/td>\n

\n

Organizational chart<\/p>\n<\/td>\n

\n

34<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Map<\/p>\n<\/td>\n

\n

35<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n

I.\t<\/span>Overview<\/strong><\/p><\/div>\n

\n

1.\t<\/span>The  present report contains the proposed budget for the 12-month period from 1 July 1999 to 30 June 2000 for the maintenance of the United Nations Disengagement Observer Force (UNDOF), which amounts to $33,247,500 gross ($32,514,600 net).<\/p><\/div>\n

<\/p>\n

\n

2.\t<\/span>Estimated requirements for the period from 1 July 1999 to 30 June 2000 represent a 1.2 per cent decrease ($396,400) in total resources (gross) in relation to the previous budgetary period. The proposed decrease reflects a 9.8 per cent decrease in civilian personnel costs, a 3.1 per cent decrease in operational costs and a 16.6 per cent decrease in staff assessment costs, partially offset by a 3.1 per cent increase in military personnel costs.<\/p><\/div>\n

\n\t\t\t\tTable 1\n\t\t\t\t<\/div>\n
\n\t\t\t\tFinancial resources<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\t(Thousands of United States dollars)<\/i>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

Proposed increase\/(decrease)<\/i><\/p>\n

over 1998\/99<\/i><\/p>\n<\/td>\n<\/tr>\n

\n

Category of expenditure<\/i><\/p>\n<\/td>\n

\n

1997\/98<\/i><\/p>\n

expenditures<\/i><\/p>\n<\/td>\n

\n

1998\/99<\/i><\/p>\n

apportionment<\/i><\/p>\n<\/td>\n

\n

1999\/00<\/i><\/p>\n

cost estimates<\/i><\/p>\n<\/td>\n

\n

Amount <\/i><\/p>\n<\/td>\n

\n

                 Percentage<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Military personnel costs<\/p>\n<\/td>\n

\n

18 321.0<\/p>\n<\/td>\n

\n

18 213.9<\/p>\n<\/td>\n

\n

18 781.5<\/p>\n<\/td>\n

\n

567.6 <\/p>\n<\/td>\n

\n

                    3.1 <\/p>\n<\/td>\n<\/tr>\n

\n

Civilian personnel costs<\/p>\n<\/td>\n

\n

5 141.0<\/p>\n<\/td>\n

\n

5 553.9<\/p>\n<\/td>\n

\n

5 010.3<\/p>\n<\/td>\n

\n

(543.6)  <\/p>\n<\/td>\n

\n

               (9.8)<\/p>\n<\/td>\n<\/tr>\n

\n

Operational costs<\/p>\n<\/td>\n

\n

6 671.8<\/p>\n<\/td>\n

\n

8 997.4<\/p>\n<\/td>\n

\n

8 722.8<\/p>\n<\/td>\n

\n

(274.6)  <\/p>\n<\/td>\n

\n

               (3.1)<\/p>\n<\/td>\n<\/tr>\n

\n

Other programmes<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Staff assessment<\/p>\n<\/td>\n

\n

690.3<\/p>\n<\/td>\n

\n

878.7<\/p>\n<\/td>\n

\n

732.9<\/p>\n<\/td>\n

\n

(145.8)<\/p>\n<\/td>\n

\n

               (16.6)<\/p>\n<\/td>\n<\/tr>\n

\n

     Total resources (gross)<\/strong><\/span>a<\/sup><\/strong><\/span><\/p>\n<\/td>\n

\n

30 824.1<\/strong><\/p>\n<\/td>\n

\n

33 643.9<\/strong><\/p>\n<\/td>\n

\n

33 247.5<\/strong><\/p>\n<\/td>\n

\n

(396.4)  <\/strong><\/p>\n<\/td>\n

\n

               (1.2)<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n\t\t\t\ta<\/sup><\/strong><\/span>\t<\/span>Exclusive of provision for the support account of peacekeeping operations and the<\/strong><\/span>\n\t\t\t\t<\/div>\n
\n\t\t\t\t   United Nations Logistics Base at Brindisi, Italy.<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tTable 2<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\tHuman resources<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\n\n\n\n\n\n
\n

Military and civilian staff resources<\/i><\/p>\n<\/td>\n

\n

1997\/98<\/i><\/p>\n

(actual)<\/i><\/p>\n<\/td>\n

\n

1998\/99<\/i><\/p>\n

(apportioned)<\/i><\/p>\n<\/td>\n

\n

1999\/00<\/i><\/p>\n

(budgeted)<\/i><\/p>\n<\/td>\n

\n

Increase\/(decrease)<\/i><\/p>\n

over 1998\/99<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Military contingents<\/p>\n<\/td>\n

\n

1 040<\/p>\n<\/td>\n

\n

1 037<\/p>\n<\/td>\n

\n

1 037<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

International staff<\/p>\n<\/td>\n

\n

32<\/p>\n<\/td>\n

\n

36<\/p>\n<\/td>\n

\n

36<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Local staff<\/p>\n<\/td>\n

\n

82<\/p>\n<\/td>\n

\n

84<\/p>\n<\/td>\n

\n

87<\/p>\n<\/td>\n

\n

3<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n

3.\t<\/span>The actions to be taken by the General Assembly are as follows:<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(a)\t<\/span>Appropriation of the amount of $33,247,500 gross ($32,514,600 net) for the Force for the 12-month period from 1 July 1999 to 30 June 2000;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(b)\t<\/span>Assessment of the amount in paragraph 3 (a) above at a monthly rate of $2,770,625 gross ($2,709,550 net), should the Security Council decide to continue the mandate of the mission beyond 31 May 1999.<\/p><\/div>\n

<\/p>\n

\n

II.\t<\/span>Political mandate<\/strong><\/p><\/div>\n

\n

Mandate of mission<\/strong><\/p><\/div>\n

<\/p>\n

\n

(<\/span>Security Council resolution 350 (1974)<\/a> of 31 May 1974)<\/span><\/p><\/div>\n

<\/p>\n

\n

4.\t<\/span>The Protocol to the Agreement on Disengagement, which was concluded between Israeli and Syrian forces (S\/11302\/Add.1, annexes I and II), requires UNDOF to use its best efforts to maintain the ceasefire, to see that it is scrupulously observed and to supervise the Agreement and Protocol with regard to the areas of separation and limitation.<\/p><\/div>\n

<\/p>\n

\n

5.\t<\/span>The current mandate expires on 31 May 1999 (<\/span>Security Council resolution 1211 (1998)<\/a> of 25 November 1998).<\/span><\/p><\/div>\n

<\/p>\n

\n

III.\t<\/span>Operational plan and requirements<\/strong><\/p><\/div>\n

\n

6.\t<\/span>In order to carry out its mandate, UNDOF maintains an area of separation, which is some 80 kilometres long and varies in width between approximately 10 kilometres in the centre to less than 1 kilometre in the extreme south. The terrain is hilly and is dominated in the north by Mount Hermon, which necessitates the use of special vehicles designed for these types of road and terrain conditions. The highest United Nations position is at an altitude of 2,800 metres. The area of separation is inhabited and is policed by the Syrian authorities. No military forces other than UNDOF are permitted within it.<\/p><\/div>\n

<\/p>\n

\n

7.\t<\/span>UNDOF is entirely deployed within and close to the area of separation, with two base camps, 44 permanently manned positions and 11 observation posts. The headquarters of UNDOF is located at Camp Faouar and an office is maintained at Damascus. In addition, the Force operates patrols by day and night. The Austrian battalion, which will include a Slovakian company, is deployed in the northern part of the area of separation, while the Polish battalion is deployed in the southern part. Its base camp is Camp Ziouani. Mine-clearing is conducted by both battalions under the operational control of UNDOF headquarters.<\/p><\/div>\n

<\/p>\n

\n

8.\t<\/span>The Canadian and Japanese logistic units, which are based in Camp Ziouani, with a detachment in Camp Faouar, perform the second-line general transport tasks, rotation transport, control and management of goods received by the Force and maintenance of heavy equipment.<\/p><\/div>\n

<\/p>\n

\n

9.\t<\/span>First-line logistic support is internal to the contingents and includes transport of supplies to the positions. Second-line logistic support is provided by the Canadians and the third-line support is provided through normal supply channels by the United Nations. Damascus international airport serves as UNDOFs main airbase, along with Tel Aviv international airport. The seaports of Latakia and Haifa are used for sea shipments. Most requirements of the Force are procured locally in the mission area.<\/p><\/div>\n

<\/p>\n

\n

10.\t<\/span>From its various positions and through its patrols, the Force supervises the area of separation and intervenes whenever any military personnel enter or try to operate therein. This is effected by means of permanently manned positions and observation posts, by foot and mobile patrols operating at irregular intervals by day and night on predetermined routes.<\/p><\/div>\n

<\/p>\n

\n

11.\t<\/span>On each side of the area of separation there is one area of limitation with three zones, one 0 to 10 kilometres, one 10 to 20 kilometres and one 20 to 25 kilometres wide. UNDOF inspects these areas every two weeks in order to ascertain that the agreed limitations in armaments and forces are being observed.<\/p><\/div>\n

<\/p>\n

\n

12.\t<\/span>With a military strength of some 1,037 all ranks and a civilian support component of 120 staff, UNDOF is spread over the length and breadth of its area of operation. Both parties cooperate fully with the Force and, for a number of years, there have been no serious incidents.<\/p><\/div>\n

<\/p>\n

\n

13.\t<\/span>The harsh terrain over which the Force operates results in less than normal life-spans for vehicles and other related equipment.<\/p><\/div>\n

<\/p>\n

\n

14.\t<\/span>One managerial and budgetary priority for UNDOF is to continue the vehicle replacement programme, which is a key element in enabling the Observer Force to perform its mandate. In addition, spare parts are a continual necessity for the maintenance and servicing of the vehicles to ensure that transportation needs will be fully met.<\/p><\/div>\n

<\/p>\n

\n

15.\t<\/span>Other priorities are the strengthening of the Forces engineering capability, in particular environmental aspects, and the strengthening and upgrading of the Forces electronic data-processing equipment capacity and capability, including ensuring year 2000 compliance.<\/p><\/div>\n

<\/p>\n

\n

16.\t<\/span>Upgrading of shelters continues to be a priority, as well as routine maintenance for premises and facilities at positions and camps, including the continued acquisition of communications equipment and microwave links to ensure adequate contact with camps and positions within the Force. <\/p><\/div>\n

<\/p>\n

\n

IV.\t<\/span>Contributions made under the status-of-forces agreement<\/strong><\/p><\/div>\n

\n

17.\t<\/span>No status-of-forces agreement is in force. However, by a note verbale of 22 February 1976, the Government of the Syrian Arab Republic informed the United Nations that UNDOF would be treated in accordance with the 1946 Convention on the Privileges and Immunities of the United Nations.<\/p><\/div>\n

<\/p>\n

\n

V.\t<\/span>Financial administration<\/strong><\/p><\/div>\n

\n

A.\t<\/span>Approved budget and expenditures for the period from inception to 30 June 1999<\/strong><\/p><\/div>\n

<\/p>\n

\n\t\t\t\t\t\t<\/span>Summary of resources<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\t\t\t<\/span>(United States dollars)<\/i>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/td>\n\n

Gross<\/i><\/p>\n<\/td>\n

\n

Net<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

1.\t<\/span>Resources<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span>From inception to 30 June 1999<\/p>\n<\/td>\n

\n

1 236 624 400<\/p>\n<\/td>\n

\n

1 217 775 698<\/p>\n<\/td>\n<\/tr>\n

\n

2.\t<\/span>Expenditures<\/span>a<\/sup><\/strong><\/span><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span>From inception to 30 June 1999<\/p>\n<\/td>\n

\n

1 214 148 000<\/p>\n<\/td>\n

\n

1 196 022 000<\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Subtotal, 1 less 2<\/strong><\/p>\n<\/td>\n

\n

22 476 400<\/strong><\/p>\n<\/td>\n

\n

21 753 698<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

3.\t<\/span>Credits applied to Member States<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span>Unencumbered balance<\/p>\n<\/td>\n

\n

5 641 000<\/p>\n<\/td>\n

\n

5 176 800<\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Surplus balance<\/p>\n<\/td>\n

\n

20 997 612<\/p>\n<\/td>\n

\n

20 997 612<\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Subtotal<\/strong><\/p>\n<\/td>\n

\n

26 638 612<\/strong><\/p>\n<\/td>\n

\n

26 174 412<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

4.\t<\/span>Unencumbered balance<\/span>b<\/sup><\/strong><\/span><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span>Total (1 less 2 and 3)<\/strong><\/p>\n<\/td>\n

\n

(4 162 212)<\/strong><\/p>\n<\/td>\n

\n

(4 420 714)<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n\t\t\t\t\t<\/span><\/sup><\/span>a<\/sup><\/span>\t<\/span>Includes pro forma expenditure for the period from 1 July 1998 to 30 June 1999.<\/span>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t\t<\/span><\/span>b<\/sup><\/span>\t<\/span>Does not take account of amounts placed in a suspense account in accordance with General Assembly<\/span>\n\t\t\t\t<\/div>\n
\n\t\t\t\t\t\t<\/span>resolutions 33\/13 E of 14 December 1978, 36\/116 A of 10 December 1981 and 50\/83 of 15 December 1995.\n\t\t\t\t<\/div>\n
\n\t\t\t\t\t\t<\/span>Additional information is contained in annex III.\n\t\t\t\t<\/div>\n

<\/p>\n

\n

 <\/strong><\/span>B.\t<\/span>Voluntary contributions and trust fund contributions<\/strong><\/span><\/p><\/div>\n

\n

1.\t<\/span>Voluntary contributions<\/strong><\/p><\/div>\n

\n

\t\t\t<\/span>(United States dollars)<\/i><\/p><\/div>\n

<\/p>\n

\n\n\n\n\n
\n

Government\/Organization<\/i><\/p>\n<\/td>\n

\n

Contribution<\/i><\/p>\n<\/td>\n

\n

Value<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Switzerland<\/p>\n<\/td>\n

\n

Air ambulance service<\/span>a<\/sup><\/strong><\/span><\/p>\n<\/td>\n

\n

b<\/sup><\/strong><\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n\t\t\t\t\t\t\t<\/span><\/span>a<\/sup><\/span>This service was not utilized during the period from 1 January to 31 December 1998.<\/span>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t\t\t\t<\/span><\/span>b<\/sup><\/span>The value of this contribution has not yet been determined.<\/span>\n\t\t\t\t<\/div>\n
\n

2.  Trust funds<\/strong><\/p><\/div>\n

\n

(United States dollars)<\/i><\/p><\/div>\n

<\/p>\n

\n\n\n\n\n\n\n\n\n\n
<\/td>\n\n

Received<\/i><\/p>\n<\/td>\n

\n

Expenditure<\/i><\/p>\n<\/td>\n

\n

Pledged<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Trust fund to support activities of UNDOF<\/strong><\/span>a<\/sup><\/strong><\/span><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span>Cash contributions<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

\t\t<\/span>1 February 1996 to 31 January 1998<\/p>\n<\/td>\n

\n

433 615<\/p>\n<\/td>\n

\n

429 267<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t\t<\/span>1 February 1998 to 30 June 1999<\/span>b<\/sup><\/strong><\/span><\/p>\n<\/td>\n

\n

240 894<\/p>\n<\/td>\n

\n

240 894<\/span>c<\/sup><\/strong><\/span><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t\t<\/span>1 July 1999 to 30 June 2000<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span>Total<\/strong><\/p>\n<\/td>\n

\n

674 509<\/strong><\/p>\n<\/td>\n

\n

670 161<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

a<\/sup><\/span>Established on 1 February 1996.<\/span><\/p><\/div>\n

\n

b<\/sup><\/span>Represents payment of Japans contribution for the period from 1 February 1998 to 31 January 1999.<\/span><\/p><\/div>\n

\n

c<\/sup><\/span>Pro forma expenditures for the period from 1 February 1998 to 31 January 1999.<\/span><\/p><\/div>\n

<\/p>\n

\n

VI.\t<\/span>Status of reimbursement to troop-contributing Governments<\/strong><\/p><\/div>\n

\n

A.\t<\/span>Current troop contributors<\/strong><\/p><\/div>\n

<\/p>\n

\n

18.\t<\/span>Current troop-contributors are the Governments of Austria, Canada, Poland, Slovakia and Japan. In the past, troops were also provided to the Force by Finland, the Islamic Republic of Iran and Peru.<\/p><\/div>\n

<\/p>\n

\n

 \t<\/span>B.\t<\/span>Status of reimbursement<\/strong><\/p><\/div>\n

\n

19. \t<\/span>Full reimbursement in accordance with the standard rates established by the General Assembly for troop costs has been made to these States through 31 May 1998. It is estimated that an amount of $8 million is due for troop costs for the period ending 31 December 1998.<\/p><\/div>\n

<\/p>\n

\n

 \t<\/span>VII.\t<\/span>Contingent-owned equipment<\/strong><\/p><\/div>\n

\n

 \t<\/span>A.\t<\/span>Method of reimbursement<\/strong><\/p><\/div>\n

\n

20.\t<\/span>  No contingent-owned equipment agreements have been signed with the four troop-contributing Governments to UNDOF. However, for budgeting purposes, wet-lease rates have been applied for all of the contingent-owned equipment for UNDOF.<\/p><\/div>\n

<\/p>\n

\n

 \t<\/span>B.\t<\/span>Requirements<\/strong><\/p><\/div>\n

\n

21.\t<\/span>  Major equipment. <\/strong>The requirement for reimbursement of major equipment (seven vehicles) to one contingent amounts to $118,944.<\/p><\/div>\n

<\/p>\n

\n

22.\t<\/span>  Special equipment.<\/strong> The requirement for reimbursement of special equipment (X-ray machine) to one contingent amounts to $129,000.<\/p><\/div>\n

<\/p>\n

\n

23.\t<\/span>  Self-sustainment. <\/strong>No requirement for self-sustainment is included in the cost estimates for the budgetary period.<\/p><\/div>\n

<\/p>\n

\n

24.\t<\/span>  Mission factors. <\/strong>No mission factors have been applied to UNDOF.<\/p><\/div>\n

<\/p>\n

\n

 \t<\/span>VIII.\t<\/span>Staffing requirements<\/strong><\/p><\/div>\n

\n

 \t<\/span>A.\t<\/span>Changes in staffing requirements<\/strong><\/p><\/div>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/td>\n\n

Number of posts<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Current staffing <\/i><\/p>\n<\/td>\n

\n

 Proposed staffing<\/i><\/p>\n

requirements<\/i><\/p>\n<\/td>\n

\n

Net change<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Under-Secretary-General<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Assistant Secretary-General<\/p>\n<\/td>\n

\n

1<\/p>\n<\/td>\n

\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

D-2<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

D-1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

P-5<\/p>\n<\/td>\n

\n

1<\/p>\n<\/td>\n

\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

P-4<\/p>\n<\/td>\n

\n

1<\/p>\n<\/td>\n

\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

P-3<\/p>\n<\/td>\n

\n

2<\/p>\n<\/td>\n

\n

2<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

P-2\/P-1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Subtotal<\/strong><\/p>\n<\/td>\n

\n

5<\/strong><\/p>\n<\/td>\n

\n

5<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

General Service (Principal level)<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

General Service (Other level)<\/p>\n<\/td>\n

\n

5<\/p>\n<\/td>\n

\n

5<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

 \t<\/span>Subtotal<\/strong><\/p>\n<\/td>\n

\n

5<\/strong><\/p>\n<\/td>\n

\n

5<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Field Service<\/p>\n<\/td>\n

\n

26<\/p>\n<\/td>\n

\n

26<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Security Service<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Subtotal<\/strong><\/p>\n<\/td>\n

\n

26<\/strong><\/p>\n<\/td>\n

\n

26<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Total, international staff<\/strong><\/p>\n<\/td>\n

\n

36<\/strong><\/p>\n<\/td>\n

\n

36<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Local staff<\/p>\n<\/td>\n

\n

84<\/p>\n<\/td>\n

\n

87<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

International contractual<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

United Nations Volunteers<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Subtotal<\/strong><\/p>\n<\/td>\n

\n

84<\/strong><\/p>\n<\/td>\n

\n

87<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Total<\/strong><\/p>\n<\/td>\n

\n

120<\/strong><\/p>\n<\/td>\n

\n

123<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n

25.\t<\/span>Proposed changes to the staffing table of UNDOF for the 12-month period commencing 1 July 1998 include:<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(a)\t<\/span>Establishment of two local posts in the Electronic Data-Processing Section;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(b)\t<\/span>Establishment of one local post in Force Construction Engineers Office.<\/p><\/div>\n

<\/p>\n

\n

26.\t<\/span>Two new local level posts in the Electronic Data-Processing Section are required to enable the Mission to fully implement its electronic data-processing requirements. The additional local post requested for the Force Construction Engineers Office is required to assist the Office in all environment related matters in the mission area and to provide a coordinator for UNDOFs environmental protection matters. Job descriptions for the above-mentioned posts are contained in annex II.D. The detailed breakdown of the staffing table is shown in the table below.<\/p><\/div>\n

<\/p>\n

\n

27.\t<\/span>In paragraph 8 of its <\/span>resolution 52\/236<\/a> of 26 June 1998, the General Assembly requested the Secretary-General, in order to reduce the cost of employing General Service staff, to continue efforts to employ locally recruited staff for the Force against General Service posts, commensurate with its requirements. Following a review of the situation of posts, for operational reasons, it is concluded that conversion from General Service staff posts into local staff posts is not possible at this time.<\/span><\/p><\/div>\n

<\/p>\n

\n

B.\t<\/span>Current and proposed staffing<\/strong><\/p><\/div>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/td>\n\n

Professional category and above<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

USG<\/i><\/p>\n<\/td>\n

\n

ASG<\/i><\/p>\n<\/td>\n

\n

D-2<\/i><\/p>\n<\/td>\n

\n

D-1<\/i><\/p>\n<\/td>\n

\n

P-5<\/i><\/p>\n<\/td>\n

\n

P-4<\/i><\/p>\n<\/td>\n

\n

P-3<\/i><\/p>\n<\/td>\n

\n

P-2<\/i><\/p>\n<\/td>\n

\n

Total<\/i><\/p>\n<\/td>\n<\/tr>\n

\n

Substantive<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Office of the<\/strong><\/p>\n

Force Comm.<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n<\/tr>\n

\n

Subtotal,<\/strong><\/p>\n

Substantive<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n<\/tr>\n

\n

Adminis-<\/strong><\/p>\n

trative<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Adminis- trative services<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n<\/tr>\n

\n

Finance<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n<\/tr>\n

\n

Personnel and travel section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n<\/tr>\n

\n

Procurement section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

General services section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Communications section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Transport section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Electronic Data-Processing section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Force Construction Engineer's office<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Subtotal, Adminis- trative<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/p>\n

4<\/p>\n<\/td>\n<\/tr>\n

\n

TOTAL<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/strong><\/p>\n

-Proposed<\/strong><\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

5<\/p>\n

5<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/td>\n\n

General Service and<\/i><\/p>\n

related categories<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Field<\/i><\/p>\n

Service<\/i><\/p>\n<\/td>\n

\n

Principal<\/i><\/p>\n

level<\/i><\/p>\n<\/td>\n

\n

Other<\/i><\/p>\n

level<\/i><\/p>\n<\/td>\n

\n

Security<\/i><\/p>\n<\/td>\n

\n

Total<\/i><\/p>\n<\/td>\n

\n

Local<\/i><\/p>\n

staff<\/i><\/p>\n<\/td>\n

\n

Grand<\/i><\/p>\n

total<\/i><\/p>\n<\/td>\n<\/tr>\n

\n

Substantive<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Office of the<\/strong><\/p>\n

Force Comm.<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n<\/tr>\n

\n

Subtotal,<\/strong><\/p>\n

Substantive<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n<\/tr>\n

\n

Administrative<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Administrative services<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n<\/tr>\n

\n

Finance<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

8<\/p>\n

8<\/p>\n<\/td>\n

\n

11<\/p>\n

11<\/p>\n<\/td>\n<\/tr>\n

\n

Personnel and travel section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

5<\/p>\n

5<\/p>\n<\/td>\n

\n

7<\/p>\n

7<\/p>\n<\/td>\n<\/tr>\n

\n

Procurement section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

4<\/p>\n

4<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/p>\n

4<\/p>\n<\/td>\n

\n

11<\/p>\n

11<\/p>\n<\/td>\n

\n

15<\/p>\n

15<\/p>\n<\/td>\n<\/tr>\n

\n

General services section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

5<\/p>\n

5<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

6<\/p>\n

6<\/p>\n<\/td>\n

\n

24<\/p>\n

24<\/p>\n<\/td>\n

\n

30<\/p>\n

30<\/p>\n<\/td>\n<\/tr>\n

\n

Communications section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

11<\/p>\n

11<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

11<\/p>\n

11<\/p>\n<\/td>\n

\n

10<\/p>\n

10<\/p>\n<\/td>\n

\n

21<\/p>\n

21<\/p>\n<\/td>\n<\/tr>\n

\n

Transport section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

4<\/p>\n

4<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/p>\n

4<\/p>\n<\/td>\n

\n

25<\/p>\n

25<\/p>\n<\/td>\n

\n

29<\/p>\n

29<\/p>\n<\/td>\n<\/tr>\n

\n

Electronic Data-Processing section<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

2<\/p>\n<\/td>\n

\n

1<\/p>\n

3<\/p>\n<\/td>\n

\n

3<\/p>\n

5<\/p>\n<\/td>\n<\/tr>\n

\n

Force Construction Engineer's office<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

1<\/p>\n<\/td>\n

\n

–<\/p>\n

1<\/p>\n<\/td>\n<\/tr>\n

\n

Subtotal, Administrative<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/p>\n

-Proposed<\/p>\n<\/td>\n

\n

26<\/p>\n

26<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/p>\n

4<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

30<\/p>\n

30<\/p>\n<\/td>\n

\n

84<\/p>\n

87<\/p>\n<\/td>\n

\n

118<\/p>\n

121<\/p>\n<\/td>\n<\/tr>\n

\n

TOTAL<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

-Current<\/strong><\/p>\n

-Proposed<\/strong><\/p>\n<\/td>\n

\n

26<\/p>\n

26<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

5<\/p>\n

5<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

31<\/p>\n

31<\/p>\n<\/td>\n

\n

87<\/p>\n

87<\/p>\n<\/td>\n

\n

120<\/p>\n

123<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

IX.\t<\/span>Cost estimates for the period from 1 July 1999 to 30 June 2000<\/strong><\/p><\/div>\n

\n

28.\t<\/span>The total cost of maintaining UNDOF for the period from 1 July 1999 to 30 June 2000 is estimated at $33,247,500 gross ($32,514,600 net). Some 67 per cent of this amount is based on standard costs contained in the standard ration\/cost manual, while the remaining 33 per cent covers mission-specific requirements and other items that may vary from the standard. These mission-specific requirements and variations cover 41 items, of which no standard cost exists for 39 items. Mission-specific requirements including those costs that deviate from standard ratio\/cost parameters are described in annex II.A.<\/p><\/div>\n

<\/p>\n

\n

29.\t<\/span>The proposed cost estimates are presented in annex I and represent a 1.2 per cent decrease ($396,400), in gross terms, in relation to the apportionment for the current period from 1 July 1998 to 30 June 1999, exclusive of provision for the support account for peacekeeping operations. The decrease arises mainly from the reduced requirements for local staff salaries as a result of the devaluation of the local currency and to reduced requirements under transport operations because of lower requirements for the replacement of vehicles as a result of obtaining some required vehicles from the United Nations Logistics Base at Brindisi, Italy, offset partially by an expected increase in ration cost with a new ration contractor under military personnel cost.<\/p><\/div>\n

<\/p>\n

\n

30.\t<\/span>Column 1 of the cost breakdown in annex I shows expenditures for the period from 1 July 1997 to 30 June 1998. Column 2 shows the apportionment for the period from 1 July 1998 to 30 June 1999 as authorized by General Assembly resolution 52\/236 of 26 June 1998. The cost estimates for the period from 1 July 1999 to 30 June 2000 are shown in column 3. The estimate in column 3 excludes provision for the support account for peacekeeping operations and the United Nations Logistics Base at Brindisi as these requirements are budgeted for separately. To ensure comparability with column 3, columns 1 and 2 exclude expenditures\/ apportionment\/absorption relating to the support account for peacekeeping operations and the Logistics Base. Non-recurrent cost estimates are shown in column 4. The distribution of resources by major cost component is provided in annex I.B, while supplementary explanation of the cost estimates is provided in annex I.C.<\/p><\/div>\n

<\/p>\n

\n

31.\t<\/span> Supplementary information concerning the cost estimates for the period from 1 July 1999 to 30 June 2000 is limited to explanation in support of proposals for non-recurrent resources, as well as those proposals for recurrent resources where requirements vary from the prior authorized level of resources by 10 per cent or $100,000 of the previous budgetary provision for that expenditure line. Further analysis in respect of the cost estimates is included in annex II.A, B and C. Annex II.A provides mission-specific recurrent costs. Distribution of resources by budgetary cost parameter: standard\/mission-specific costs are presented in annex II.B, while descriptions of non-recurrent costs are contained in annex II.C. Job descriptions are presented in annex II.D.<\/p><\/div>\n

<\/p>\n

\n

32.\t<\/span>A review of all peacekeeping computer assets and operations in each of the field missions was undertaken and completed during 1998 to ensure that all computer operations would be year 2000 compliant and run without problem after 31 December 1999. Based on the outcome of this review and the priority attached to addressing this matter, immediate action has commenced to replace most of the non-compliant items identified now with the objective of ensuring that year 2000 compliant hardware and software will be fully installed and operational before 31 December 1999. A substantial portion of the cost of replacing non-compliant hardware and software, upgrading and introducing new systems and the training of personnel is being met from within amounts already budgeted for these purposes and through redeployment of other resources in the approved budgets for each of the peacekeeping missions for the current period 1 July 1998 to 30 June 1999. For UNDOF, some of the cost of replacing computer hardware and software could be met from within the current approved 1 July 1998 to 30 June 1999 budget. The balance of the requirements are now being requested in the context of the proposed budget for the period 1 July 1999 to 30 June 2000 under non-recurrent costs.<\/p><\/div>\n

<\/p>\n

\n

X.\t<\/span>Action to be taken by the General Assembly at its fifty-third session<\/strong><\/p><\/div>\n

\n

33.\t<\/span>The General Assembly is to take the following action at its fifty-third session in connection with the financing of UNDOF:<\/strong><\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(a)\t<\/span>Appropriation of the amount of $33,247,500 gross ($32,514,600 net) for the 12-month period from 1 July 1999 to 30 June 2000;<\/strong><\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(b)\t<\/span>Assessment of the amount in paragraph 26 (a) above at a monthly rate of $2,770,625 gross ($2,709,550 net), should the Security Council decide to continue the mandate of the Force beyond 31 May 1999.<\/strong><\/p><\/div>\n

\n

Annex I<\/strong><\/p><\/div>\n

<\/p>\n

\n

 Cost estimates for the period from 1 July 1999 to 30 June 2000<\/strong><\/p><\/div>\n

\n

A. Summary statement table (2 pages) prepared for offset reproduction. <\/p><\/div>\n


<\/p>\n

\n

\n<\/p><\/div>\n

<\/p>\n

\n

 \t<\/span>B.\t<\/span>Distribution of resources by major cost components<\/strong><\/p><\/div>\n

\n

Graph prepared for offset reproduction (1 page)<\/p><\/div>\n


<\/p>\n

\n

\n<\/p><\/div>\n

<\/p>\n

\n

C. Supplementary information<\/strong><\/p><\/div>\n

\n

 \t\t<\/span>Military personnel costs<\/strong><\/p><\/div>\n

\n

\t\t<\/span>Apportionment: $18,213,900; estimate: $18,781,500; variance: $567,600<\/i><\/p><\/div>\n

<\/p>\n

\n

1.\t<\/span>The increase of $567,600 under this heading relates to miliary contingents ($563,400) and contingent-owned equipment ($4,200).<\/p><\/div>\n

\n

\t\t<\/span>Military contingents<\/strong><\/p><\/div>\n

<\/p>\n

\n

2.\t<\/span>The increase of $563,400 under this heading is almost entirely due to an increase in ration costs, based on the new actual rations contract.<\/p><\/div>\n

\n

\t\t<\/span>Contingent-owned equipment<\/strong><\/p><\/div>\n

<\/p>\n

\n

3.\t<\/span>The estimate provides for the wet lease cost of 7 vehicles (3 utility trucks, 1 tractor truck, 1 heavy equipment transporter, 1 excavator and 1 bulldozer) in the amount of $118,944 and 1 x-ray machine in the amount of $11,700, assumed to be leased by the United Nations during the budget period in accordance with the new procedure for determining reimbursement to Member States for contingent-owned equipment.<\/p><\/div>\n

\n

\t\t<\/span>Civilian personnel costs<\/strong><\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span>Apportionment: $5,553,900; estimate: $5,010,300; variance: ($543,600)<\/i><\/p><\/div>\n

<\/p>\n

\n

4.\t<\/span>The decrease of $543,600 under this heading relates to international and local staff costs.<\/p><\/div>\n

\n

\t\t<\/span>International and local staff salaries<\/strong><\/p><\/div>\n

<\/p>\n

\n

5.\t<\/span>Salaries and common staff costs of internationally recruited staff have been calculated on the basis of the 1999 standard cost rates for New York while local staff salaries reflect the scale currently applicable in the mission area. No vacancy rate has been applied on the Forces proposed staffing establishment of 123 total posts (36 international and 87 local), including the proposed establishment of 3 additional local staff posts.<\/p><\/div>\n

<\/p>\n

\n

6.\t<\/span>The substantial decrease in requirements under local staff salaries is a result of the devaluation of the local currency from 23.80 Syrian pounds per US$ to 45 Syrian pounds per US$ effective 1 January 1998.<\/p><\/div>\n

<\/p>\n

\n

7.\t<\/span>With regard to other travel costs, the budget includes provision for travel and subsistence allowance for travel of the Force Commander ($6,720), travel of the Chief Administrative Officer and other UNDOF personnel to New York or by New York staff to UNDOF ($16,720), travel of vehicle technicians and communications staff for travel on training courses ($22,725), official travel of staff within the mission area ($14,000), travel of one air operation and aviation safety specialist from New York headquarters to UNDOF ($5,680) and travel of two auditors to the mission area ($15,600). Provision is also made for the travel of two staff members from Field Administration and Logistics Division, Department of Peacekeeping Operations, to provide training on new contingent-owned equipment procedures ($5,315).<\/p><\/div>\n

<\/p>\n

\n

 \t\t<\/span>Operational costs<\/strong><\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span>Apportionment: $8,997,400; estimate: $8,722,800; variance: ($274,600)<\/i><\/p><\/div>\n

<\/p>\n

\n

8.\t<\/span>The estimate of $8,722,800 includes non-recurrent cost requirements which amount to $3,524,600.<\/p><\/div>\n

<\/p>\n

\n

9.\t<\/span>The decrease of $274,600 under this heading is attributable to a decrease of $546,400 in premises\/accommodation ($21,600) and transport operations ($524,800), offset by an increase in requirements of $271,800 for communications ($41,800), other equipment ($202,100) and supplies and services ($27,900).<\/p><\/div>\n

\n

\t\t<\/span>Premises\/accommodation<\/strong><\/p><\/div>\n

<\/p>\n

\n

10.\t<\/span>The decrease under this heading is mainly due to reduced requirements under maintenance supplies and services areas arising from the devaluation of the local currency and also takes into account the missions expenditure experience.<\/p><\/div>\n

\n

\t\t<\/span>Transport operations<\/strong><\/p><\/div>\n

<\/p>\n

\n

11.\t<\/span>The budget includes a non-recurrent provision for the replacement of existing vehicles in the UNDOF operational area, based on the United Nations standard replacement criteria. Four other vehicles to be replaced are being obtained through transfer from the United Nations Logistics Base at Brindisi. All the light vehicles proposed to be replaced are more than five years old or have exceeded 120,000 kilometres in mileage. All the special purpose vehicles proposed to be replaced are over eight years old or have exceeded 250,000 kilometres in mileage. Details are provided in annex II.C.<\/p><\/div>\n

<\/p>\n

\n

12.\t<\/span>The cost estimates for spare parts, repairs and maintenance for transport operations have been calculated, based on past actual maintenance costs experience for UNDOF vehicles, at a total amount of $974,600 for spare parts, repairs and maintenance of 389 vehicles as follows: 270 civilian pattern vehicles at the rate of $1,594.80 per vehicle per annum ($430,600) and 119 military pattern vehicles at the rate of $4,571 per vehicle per annum ($544,000).<\/p><\/div>\n

<\/p>\n

\n

13.\t<\/span>The decrease in expenditure under transport operations was partially offset by an increase in requirements over the previous financial period under workshop and test equipment due to the one-time special purchase of an electronic trip ticket system and anti-theft device (CARLOG system) for installation in United Nations vehicles in order to prevent the theft and misuse of UNDOF light and medium passenger vehicles, which would improve the monitoring of the use of UNDOF vehicles and the accuracy of the data regarding the driven mileage of each vehicle.<\/p><\/div>\n

<\/p>\n

\n

14.\t<\/span>With regard to vehicle insurance, provision is made for the cost of third-party liability insurance carried by the Force to cover its fleet of motor vehicles at the rate of $490 per vehicle for coverage of 376 vehicles and at $286 each for the 13 armoured personnel carriers. The reduced requirement under vehicle insurance is a result of the fact that the insurance of the vehicle fleets has been arranged locally, in Israel, effective 1 October 1998, rather than through the worldwide vehicle third-party liability insurance programme.<\/p><\/div>\n

\n

 \t\t<\/span>Communications<\/strong><\/p><\/div>\n

<\/p>\n

\n

15.\t<\/span>The increase under this heading is mainly the result of an increased requirement for routine replacement and modernization of essential civilian-type and military-type communications equipment as listed in annex II.B.<\/p><\/div>\n

<\/p>\n

\n

16.\t<\/span>As regards commercial communications, provision has been made for rental of the satellite transponder ($50,000), which facilitates telephone\/fax and data communications. In addition, this estimate covers the cost of official telephone calls via New York headquarters ($10,000), official telephone class and line rental ($15,000), official post office box rental ($5,000), the cost of air freight for diplomatic pouches ($12,000), the cost of access fees to the Chase Manhattan banking data to provide the Finance Section of UNDOF with on-line account information ($800) and the cost of permanent Internet connectivity ($10,000). The increased requirement under commercial communications over the previous financial period is a result of an inclusion for the provision of permanent Internet connectivity.<\/p><\/div>\n

\n

\t\t<\/span>Other equipment<\/strong><\/p><\/div>\n

<\/p>\n

\n

17. Non-recurrent provision is included for the replacement of items of UNDOF office equipment which can no longer be used cost-effectively.<\/p><\/div>\n

<\/p>\n

\n

18.\t<\/span>The items of electronic data-processing equipment identified for replacement during the forthcoming financial period in annex II.C are not year 2000 compliant, are old and have low-level capacity.<\/p><\/div>\n

<\/p>\n

\n

19.\t<\/span>The increased requirement for observation equipment results from the need to purchase long-range night observation devices, as listed in annex II.C.<\/p><\/div>\n

<\/p>\n

\n

20.\t<\/span>As regards accommodation equipment, provision is made for the annual replacement of those items which are assessed as beyond economical repair owing to normal wear and tear, such as beds, chairs, wardrobes, four-drawer chest, sofas, coffee tables and mess\/kitchen equipment.<\/p><\/div>\n

<\/p>\n

\n

21.\t<\/span>Detailed breakdown of non-recurrent requirements for other equipment is shown in annex II.C.<\/p><\/div>\n

\n

\t\t<\/span>Supplies and services<\/strong><\/p><\/div>\n

<\/p>\n

\n

22.\t<\/span>The increase from previous period under this heading is mainly because of an increase in requirements under miscellaneous services, taking into account past spending experience.<\/p><\/div>\n

\n

\t\t<\/span>Income from staff assessment\t\t<\/span><\/strong><\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span>Apportionment: $878,700; estimate: $732,900; variance: ($145,800)<\/i><\/p><\/div>\n

<\/p>\n

\n

23.\t<\/span>The amount budgeted under this heading represents the difference between gross and net emoluments, that is, the amount of staff assessment to which the United Nations staff members are subject, in accordance with staff regulations of the United Nations. Staff assessment is estimated based on the proposed 36 international posts and 87 local level posts.<\/p><\/div>\n

\n

\t\t<\/span>Income from staff assessment<\/strong><\/p><\/div>\n

\n

\t\t<\/span>Apportionment: ($878,700);\t<\/span>estimate: ($732,900); variance: $145,800<\/i><\/p><\/div>\n

<\/p>\n

\n

24.\t<\/span>The staff assessment requirements provided for under expenditure budget line item VII have been credited to this item as income from staff assessment and will be credited to the Tax Equalization Fund established by the General Assembly in its resolution 973 A (X) of 15 December 1955. Member States are given credit in the Fund in proportion to their rates of contribution to the UNDOF budget.<\/p><\/div>\n


<\/p>\n

\n

\n<\/p><\/div>\n

\n

Annex II<\/strong><\/p><\/div>\n

\n

A table (3 pages) prepared for offset reproduction<\/p><\/div>\n


<\/p>\n

\n

\n<\/p><\/div>\n

\n

B.\t<\/span> Distribution of resources by budgetary cost parameters: standard and mission-specific costs<\/strong><\/p><\/div>\n

<\/p>\n

\n

Graph (1 page) prepared for offset<\/p><\/div>\n


<\/p>\n

\n

\n<\/p><\/div>\n

<\/p>\n

\n

C.\t<\/span> Requirements for non-recurrent costs<\/strong><\/p><\/div>\n

<\/p>\n

\n

(Thousands of United States dollars)<\/i><\/p><\/div>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/td>\n\n

(1)<\/i><\/p>\n

Current<\/i><\/p>\n

inven-<\/i><\/p>\n

tory<\/i><\/p>\n<\/td>\n

\n

(2)<\/i><\/p>\n

Replace-<\/i><\/p>\n

ment<\/i><\/p>\n<\/td>\n

\n

(3)<\/i><\/p>\n

Addi-<\/i><\/p>\n

tional<\/i><\/p>\n<\/td>\n

\n

(4)=<\/i><\/p>\n

(2+3)<\/i><\/p>\n

Total number<\/i><\/p>\n

of units<\/i><\/p>\n<\/td>\n

\n

(5)<\/i><\/p>\n

Unit<\/i><\/p>\n

cost<\/i><\/p>\n<\/td>\n

\n

(6)=(4×5)<\/i><\/p>\n

Total<\/i><\/p>\n

cost<\/i><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

I.\t<\/span>  Military personnel costs<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

II.  Civilian personnel costs<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

III .Operational costs<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

       1.   Premises\/accommodation<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

           (a) \t<\/span>Rental of premises<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(b)\t<\/span>Alternation and renovation of premises<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(c)\t<\/span>Maintenance supplies<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(d)\t<\/span>Maintenance services<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(e)\t<\/span>Utilities<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(f)\t<\/span>Construction\/prefabricated buildings<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(g)\t<\/span>Prefabricated accommodation<\/p>\n<\/td>\n

\n

 66<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(h)\t<\/span>Ablution units<\/p>\n<\/td>\n

\n

  2<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(i)\t<\/span>Kitchen\/dining facilities<\/p>\n<\/td>\n

\n

  4<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(j)\t<\/span>Offices<\/p>\n<\/td>\n

\n

  8<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(k)\t<\/span>Refrigeration units<\/p>\n<\/td>\n

\n

13<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(l)\t<\/span>Storage<\/p>\n<\/td>\n

\n

15<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(m)  Workshops<\/p>\n<\/td>\n

\n

  3<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(n)\t<\/span>Sea containers<\/p>\n<\/td>\n

\n

54<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(o)\t<\/span>Other<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Subtotal, line 1 (a)  (o)<\/strong><\/p>\n<\/td>\n

\n

166<\/strong><\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\t(p)\t<\/span>Construction of premises\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tAustrian battalion\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tUpgrade storage in workshop building 139, Camp Faouar AB ($5,000); new central heating in buildings 136, 137, 139, Camp Faouar AB ($36,000); new storage in position 25 AB ($11,000)\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

  52 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPolish battalion\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tNew watchtower in position 81 PB ($15,000); new generator hut in position 67 PB ($7,000); construction of new bathroom\/toilet in position 66 PB ($10,000); installation of new water tanks in positions 61, 62, 63 PB ($13,000); construction of food storage in position 60 PB ($15,000); installation of new pump for water tanks in position 80 PB ($2,000); construction of new shelter position S6, Camp Ziouani ($98,000)\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

160 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCanadian logistics\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tDemolition of building B-317 ($10,000); connect zero bunker to sewer system ($12,000); replace fuel station ($25,000)\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

 47 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 1 (p)<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

259 000<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\t (q)   Upgrading of roads\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tAustrian battalion\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tImprovement, repair and upgrading of roads at positions 10, 14, 16, 16B, 17, 31, 37 and patrol roads Hardar-Signal Hill and 1st Coy area\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

 28 500<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPolish battalion\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tImprovement, repair and upgrading of roads at positions 60, 61, 62, 63, 65, 66, 67, 68, 69, 80, 81, 82, 83, 85 and patrol roads Coyote, Foxtrot and position 81-Kundah\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

 41 500<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 1 (q)<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

  70 000<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

    Total, line 1\t<\/span>    <\/strong><\/p>\n<\/td>\n

\n

166<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

329 000<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>2.\t<\/span>Infrastructure repairs\t<\/span><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

– <\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>3.\t<\/span>Transport operations<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span> \t<\/span>(a)   Purchase of vehicles<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tAll terrain vehicle\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

  2<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  2<\/p>\n<\/td>\n

\n

 44 000<\/p>\n<\/td>\n

\n

  88 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tSedan, heavy\n\t\t\t\t<\/div>\n<\/td>\n
\n

    4<\/p>\n<\/td>\n

\n

  2<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  2<\/p>\n<\/td>\n

\n

 23 000<\/p>\n<\/td>\n

\n

  46 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tSedan, medium\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tSedan, light\n\t\t\t\t<\/div>\n<\/td>\n
\n

  37<\/p>\n<\/td>\n

\n

20 <\/p>\n<\/td>\n

<\/td>\n\n

20<\/p>\n<\/td>\n

\n

   9 000<\/p>\n<\/td>\n

\n

180 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tJeep, light 4×4\n\t\t\t\t<\/div>\n<\/td>\n
\n

    4 <\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

     – <\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tJeep, medium 4×4\n\t\t\t\t<\/div>\n<\/td>\n
\n

102<\/p>\n<\/td>\n

\n

16<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

16<\/p>\n<\/td>\n

\n

 13 000<\/p>\n<\/td>\n

\n

208 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tJeep, heavy 4×4\n\t\t\t\t<\/div>\n<\/td>\n
\n

   5<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBus, light\n\t\t\t\t<\/div>\n<\/td>\n
\n

 48<\/p>\n<\/td>\n

\n

17<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

17<\/p>\n<\/td>\n

\n

 17 000<\/p>\n<\/td>\n

\n

289 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBus, medium\n\t\t\t\t<\/div>\n<\/td>\n
\n

   9<\/p>\n<\/td>\n

\n

  1 a<\/u>\/<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

 50 000<\/p>\n<\/td>\n

\n

  50 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, ambulance\n\t\t\t\t<\/div>\n<\/td>\n
\n

   9<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

 43 000<\/p>\n<\/td>\n

\n

  43 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, cargo, light (D\/cabin)\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

10<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

10<\/p>\n<\/td>\n

\n

 13 000<\/p>\n<\/td>\n

\n

130 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, cargo, light (S\/cabin)\n\t\t\t\t<\/div>\n<\/td>\n
\n

70<\/p>\n<\/td>\n

\n

29<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

29<\/p>\n<\/td>\n

\n

 12 000<\/p>\n<\/td>\n

\n

348 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, cargo, medium\n\t\t\t\t<\/div>\n<\/td>\n
\n

19<\/p>\n<\/td>\n

\n

  2 a<\/u>\/<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  2<\/p>\n<\/td>\n

\n

 75 000<\/p>\n<\/td>\n

\n

150 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, cargo, medium, with crane\n\t\t\t\t<\/div>\n<\/td>\n
\n

  2<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, cargo, heavy\n\t\t\t\t<\/div>\n<\/td>\n
\n

  –<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, crane, medium\n\t\t\t\t<\/div>\n<\/td>\n
\n

  –<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, dump\n\t\t\t\t<\/div>\n<\/td>\n
\n

  –<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     -'<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, fuel, 4×4\n\t\t\t\t<\/div>\n<\/td>\n
\n

  7  <\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, fire, 4×4, foam and water\n\t\t\t\t<\/div>\n<\/td>\n
\n

  2<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, mobile workshop\n\t\t\t\t<\/div>\n<\/td>\n
\n

  –<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, refrigerator\n\t\t\t\t<\/div>\n<\/td>\n
\n

  2<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

 95 000<\/p>\n<\/td>\n

\n

  95 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, sewage\n\t\t\t\t<\/div>\n<\/td>\n
\n

  3<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, water 4×4\n\t\t\t\t<\/div>\n<\/td>\n
\n

11<\/p>\n<\/td>\n

\n

  1 a<\/u>\/<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

 70 000<\/p>\n<\/td>\n

\n

  70 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, recovery, medium\n\t\t\t\t<\/div>\n<\/td>\n
\n

  1<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, recovery, heavy\n\t\t\t\t<\/div>\n<\/td>\n
\n

  2<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTruck, tractor (tractor-trailer)\n\t\t\t\t<\/div>\n<\/td>\n
\n

  1<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTractor, personnel, over snow, medium\n\t\t\t\t<\/div>\n<\/td>\n
\n

  3<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  1<\/p>\n<\/td>\n

\n

150 000<\/p>\n<\/td>\n

\n

150 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTractor, snowblower\n\t\t\t\t<\/div>\n<\/td>\n
\n

  1<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tExcavator\n\t\t\t\t<\/div>\n<\/td>\n
\n

  1<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBulldozer\n\t\t\t\t<\/div>\n<\/td>\n
\n

  2<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tFront-end loader, tractor mounted, light\n\t\t\t\t<\/div>\n<\/td>\n
\n

  –<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tFront-end loader, heavy\n\t\t\t\t<\/div>\n<\/td>\n
\n

  1<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tRoad grader\n\t\t\t\t<\/div>\n<\/td>\n
\n

  1<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tForklift, warehouse\n\t\t\t\t<\/div>\n<\/td>\n
\n

  7<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tForklift, heavy duty\n\t\t\t\t<\/div>\n<\/td>\n
\n

  2<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tArmoured vehicles\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTracked\n\t\t\t\t<\/div>\n<\/td>\n
\n

  3<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tWheeled\n\t\t\t\t<\/div>\n<\/td>\n
\n

  8<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal<\/strong><\/p>\n<\/td>\n

\n

367<\/strong><\/p>\n<\/td>\n

\n

103<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

103<\/strong><\/p>\n<\/td>\n

\n

     <\/p>\n<\/td>\n

\n

1 847 000<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

    Freight at 15 per cent<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

   277 050<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

    Subtotal\t<\/span><\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

2 124 050<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Less: Transfer from the United Nations Logistics Base at Brindisi<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

   270 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Subtotal, line 3 (a)<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

1 854 050<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(b)   Rental of vehicles<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(c)\t<\/span>  Workshop equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCivilian vehicle workshop\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

   154 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMilitary vehicle workshop\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

66 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 3 (c)<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

   220 000<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(d)   Spare parts, repairs and maintenance<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(e)\t<\/span>  Petrol, oil and lubricants<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(f)\t<\/span>  Vehicle insurance<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Total, line 3<\/strong><\/p>\n<\/td>\n

\n

367<\/strong><\/p>\n<\/td>\n

\n

103<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

103<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

2 074 050<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

 4.\t<\/span>  Air operations<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

        –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

 5.   Naval operations<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

        –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

 6.   Communications<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

\t\t<\/span>(a)   Complementary communications<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCommunications equipment\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tVHF equipment\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMobile radio, general\n\t\t\t\t<\/div>\n<\/td>\n
\n

  14<\/p>\n<\/td>\n

\n

  10<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

 10<\/p>\n<\/td>\n

\n

    500<\/p>\n<\/td>\n

\n

      5 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tRepeater, general\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    4<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

   4<\/p>\n<\/td>\n

\n

 2 000<\/p>\n<\/td>\n

\n

      8 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPortable radio\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPager\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

   5<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

   5<\/p>\n<\/td>\n

\n

    130<\/p>\n<\/td>\n

\n

         650<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPager\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

   5 a<\/u>\/<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

   5<\/p>\n<\/td>\n

\n

    130<\/p>\n<\/td>\n

\n

         650<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMilitary VHF set\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBase station, general\n\t\t\t\t<\/div>\n<\/td>\n
\n

22<\/p>\n<\/td>\n

\n

10<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

10<\/p>\n<\/td>\n

\n

1 200<\/p>\n<\/td>\n

\n

12 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tHF equipment\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBase station\n\t\t\t\t<\/div>\n<\/td>\n
\n

   4<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMobile radio\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n<\/tr>\n

\n
\n\t\t\t\tMultiplex channel\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBattery charger 24\/48 volts\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tSatellite equipment\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tVSAT\n\t\t\t\t<\/div>\n<\/td>\n
\n

1<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMilitary pattern communications equipment\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMilitary field switchboard\n\t\t\t\t<\/div>\n<\/td>\n
\n

   21<\/p>\n<\/td>\n

\n

   3<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

   3<\/p>\n<\/td>\n

\n

 2 000<\/p>\n<\/td>\n

\n

    6 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMilitary radio set\n\t\t\t\t<\/div>\n<\/td>\n
\n

 262<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBattery charger\n\t\t\t\t<\/div>\n<\/td>\n
\n

   34<\/p>\n<\/td>\n

\n

 20 a<\/u>\/<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

 20<\/p>\n<\/td>\n

\n

   100<\/p>\n<\/td>\n

\n

    2 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tLoudspeaker\n\t\t\t\t<\/div>\n<\/td>\n
\n

     –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tHandset\n\t\t\t\t<\/div>\n<\/td>\n
\n

     –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tHeadset (for armoured personnel carriers-intercom)\n\t\t\t\t<\/div>\n<\/td>\n
\n

–<\/p>\n<\/td>\n

\n

12<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

12<\/p>\n<\/td>\n

\n

1 200<\/p>\n<\/td>\n

\n

14 400<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTelephone equipment\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPABX civilian\n\t\t\t\t<\/div>\n<\/td>\n
\n

    3   <\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tRural telephone link\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

1<\/p>\n<\/td>\n

\n

   1<\/p>\n<\/td>\n

\n

  8 600<\/p>\n<\/td>\n

\n

    8 600<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMicrowave link\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

   2<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

   2<\/p>\n<\/td>\n

\n

89 000<\/p>\n<\/td>\n

\n

178 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tField telephone\n\t\t\t\t<\/div>\n<\/td>\n
\n

237<\/p>\n<\/td>\n

\n

 66<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

 66<\/p>\n<\/td>\n

\n

     400<\/p>\n<\/td>\n

\n

  26 400<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTelephone exchange\n\t\t\t\t<\/div>\n<\/td>\n
\n

    1<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tRural telephone\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tDesk telephone\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

        Subtotal<\/strong><\/p>\n<\/td>\n

\n

599<\/strong><\/p>\n<\/td>\n

\n

137<\/strong><\/p>\n<\/td>\n

\n

1<\/strong><\/p>\n<\/td>\n

\n

138<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

261 700<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Less: transfer from the United Nations Logistics Base at Brindisi<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

    2 650<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Subtotal, communications equipment<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

259 050<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Spare parts and supplies<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

           –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Workshop and test equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

\t<\/span>Civilian communications workshop<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

  43 300<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t\t<\/span>Military communications workshop<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

 16 600<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, workshop and test equipment<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

  59 900<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>(b)\t<\/span> Main trunking contract<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

           –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Total, line 6<\/strong><\/p>\n<\/td>\n

\n

599<\/strong><\/p>\n<\/td>\n

\n

137<\/strong><\/p>\n<\/td>\n

\n

1<\/strong><\/p>\n<\/td>\n

\n

138<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

318 950<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

7.\t<\/span>Other equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

(a)   Office furniture<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tDesk, executive, double pedestal\n\t\t\t\t<\/div>\n<\/td>\n
\n

187<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tDesk, executive, single pedestal\n\t\t\t\t<\/div>\n<\/td>\n
\n

153<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tDesk, typist\n\t\t\t\t<\/div>\n<\/td>\n
\n

102<\/p>\n<\/td>\n

\n

   5<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

   5<\/p>\n<\/td>\n

\n

  250<\/p>\n<\/td>\n

\n

    1 250<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tWall exhaust, ventilators\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tShelving unit, storage steel\n\t\t\t\t<\/div>\n<\/td>\n
\n

262<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBookcase, unassembled\n\t\t\t\t<\/div>\n<\/td>\n
\n

    4<\/p>\n<\/td>\n

\n

 10<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  10<\/p>\n<\/td>\n

\n

  100<\/p>\n<\/td>\n

\n

    1 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tChair, rotary with arms\n\t\t\t\t<\/div>\n<\/td>\n
\n

252<\/p>\n<\/td>\n

\n

 20<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  20<\/p>\n<\/td>\n

\n

  150<\/p>\n<\/td>\n

\n

    3 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tChair, padded with arms\n\t\t\t\t<\/div>\n<\/td>\n
\n

107<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tChair, executive swivel\n\t\t\t\t<\/div>\n<\/td>\n
\n

  25<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tChair, standard upholstered stack\n\t\t\t\t<\/div>\n<\/td>\n
\n

347<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tChair, office metal\n\t\t\t\t<\/div>\n<\/td>\n
\n

236<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTable, modular PC station\n\t\t\t\t<\/div>\n<\/td>\n
\n

115<\/p>\n<\/td>\n

\n

 12<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

  12<\/p>\n<\/td>\n

\n

    50<\/p>\n<\/td>\n

\n

       600<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTable, office\n\t\t\t\t<\/div>\n<\/td>\n
\n

267<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tFiling cabinet, 2 drawers\n\t\t\t\t<\/div>\n<\/td>\n
\n

  54<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tFiling cabinet, 4 drawers\n\t\t\t\t<\/div>\n<\/td>\n
\n

214<\/p>\n<\/td>\n

\n

3<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

 3<\/p>\n<\/td>\n

\n

  200<\/p>\n<\/td>\n

\n

  600<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 7 (a)<\/strong><\/p>\n<\/td>\n

\n

2 325<\/strong><\/p>\n<\/td>\n

\n

 50<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

  50<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

    6 450<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>(b)    Office equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCopier, large\n\t\t\t\t<\/div>\n<\/td>\n
\n

   16<\/p>\n<\/td>\n

\n

   1<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    1<\/p>\n<\/td>\n

\n

5 000<\/p>\n<\/td>\n

\n

    5 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCopier, medium\n\t\t\t\t<\/div>\n<\/td>\n
\n

   12<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCopier, small\n\t\t\t\t<\/div>\n<\/td>\n
\n

   21<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tFacsimile machine\n\t\t\t\t<\/div>\n<\/td>\n
\n

   50<\/p>\n<\/td>\n

\n

   5<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

   5<\/p>\n<\/td>\n

\n

1 300<\/p>\n<\/td>\n

\n

    6 500<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tOverhead projector\n\t\t\t\t<\/div>\n<\/td>\n
\n

     9<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tShredder\n\t\t\t\t<\/div>\n<\/td>\n
\n

     6<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTypewriter\n\t\t\t\t<\/div>\n<\/td>\n
\n

   70<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tLamp, desk\n\t\t\t\t<\/div>\n<\/td>\n
\n

   75<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tOscillating desk fan\n\t\t\t\t<\/div>\n<\/td>\n
\n

 165<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tWall clock\n\t\t\t\t<\/div>\n<\/td>\n
\n

   –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCalculator, with printer\n\t\t\t\t<\/div>\n<\/td>\n
\n

126<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 7 (b)<\/strong><\/p>\n<\/td>\n

\n

550<\/strong><\/p>\n<\/td>\n

\n

   6<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

   6<\/strong><\/p>\n<\/td>\n

\n

    <\/p>\n<\/td>\n

\n

  11 500<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

     (c)   Electronic data-processing equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCable, RG45 UTP (fiber optics) 100 yards\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

   –<\/p>\n<\/td>\n

\n

50<\/p>\n<\/td>\n

\n

 50<\/p>\n<\/td>\n

\n

    50<\/p>\n<\/td>\n

\n

     2 500<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tDesktop\n\t\t\t\t<\/div>\n<\/td>\n
\n

159<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tDesktop, Pentium\n\t\t\t\t<\/div>\n<\/td>\n
\n

115<\/p>\n<\/td>\n

\n

  98<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

 98<\/p>\n<\/td>\n

\n

1 500<\/p>\n<\/td>\n

\n

 147 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tHUBS, 8 ports\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

   8<\/p>\n<\/td>\n

\n

   8<\/p>\n<\/td>\n

\n

   500<\/p>\n<\/td>\n

\n

     4 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tHUBS, 16 ports\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

 20<\/p>\n<\/td>\n

\n

 20<\/p>\n<\/td>\n

\n

   700<\/p>\n<\/td>\n

\n

   14 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tInterface card, 100 Mb PCI network\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

200<\/p>\n<\/td>\n

\n

200<\/p>\n<\/td>\n

\n

   150<\/p>\n<\/td>\n

\n

   30 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tInterface card, laser printer network\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    8<\/p>\n<\/td>\n

\n

    8<\/p>\n<\/td>\n

\n

   200<\/p>\n<\/td>\n

\n

     1 600<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tLaptop\n\t\t\t\t<\/div>\n<\/td>\n
\n

  30<\/p>\n<\/td>\n

\n

  11<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

  11<\/p>\n<\/td>\n

\n

1 900<\/p>\n<\/td>\n

\n

   20 900<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tLaptop, Pentium\n\t\t\t\t<\/div>\n<\/td>\n
\n

    5<\/p>\n<\/td>\n

\n

  10<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

  10<\/p>\n<\/td>\n

\n

2 500<\/p>\n<\/td>\n

\n

   25 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMonitor, colour 15", SVGA\n\t\t\t\t<\/div>\n<\/td>\n
\n

 260<\/p>\n<\/td>\n

\n

     –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMonitor, colour 17", SVGA\n\t\t\t\t<\/div>\n<\/td>\n
\n

      –<\/p>\n<\/td>\n

\n

    5<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    5<\/p>\n<\/td>\n

\n

    700<\/p>\n<\/td>\n

\n

     3 500<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tScanner\n\t\t\t\t<\/div>\n<\/td>\n
\n

      –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    1<\/p>\n<\/td>\n

\n

    1<\/p>\n<\/td>\n

\n

10 000<\/p>\n<\/td>\n

\n

   10 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tServer\n\t\t\t\t<\/div>\n<\/td>\n
\n

    11<\/p>\n<\/td>\n

\n

    9<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    9<\/p>\n<\/td>\n

\n

16 000<\/p>\n<\/td>\n

\n

 144 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tServer with OS\/2 operating system\n\t\t\t\t<\/div>\n<\/td>\n
\n

      –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPrinter, high speed\n\t\t\t\t<\/div>\n<\/td>\n
\n

      1<\/p>\n<\/td>\n

\n

   2<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

   2<\/p>\n<\/td>\n

\n

 3 200<\/p>\n<\/td>\n

\n

     6 400<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tPrinter, low speed\n\t\t\t\t<\/div>\n<\/td>\n
\n

  183<\/p>\n<\/td>\n

\n

 30<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

  30<\/p>\n<\/td>\n

\n

    900<\/p>\n<\/td>\n

\n

    27 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tRepeater, Ethernet, Cabletrom Minimac\n\t\t\t\t<\/div>\n<\/td>\n
\n

    54<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tUPS, large, 1,000 1,200 VA\n\t\t\t\t<\/div>\n<\/td>\n
\n

      –<\/p>\n<\/td>\n

\n

 55<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

  55<\/p>\n<\/td>\n

\n

    700<\/p>\n<\/td>\n

\n

    38 500<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tUPS, small, 400600 VA\n\t\t\t\t<\/div>\n<\/td>\n
\n

256<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 7 (c)<\/strong><\/p>\n<\/td>\n

\n

1 074<\/strong><\/p>\n<\/td>\n

\n

220<\/strong><\/p>\n<\/td>\n

\n

287<\/strong><\/p>\n<\/td>\n

\n

507<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

474 400<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

    (d)    Electronic data processing systems<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMicrosoft Windows (English, Arabic, German)\n\t\t\t\t<\/div>\n<\/td>\n
\n

     –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

   3<\/p>\n<\/td>\n

\n

   3<\/p>\n<\/td>\n

\n

    100<\/p>\n<\/td>\n

\n

      300<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMicrosoft Office 97\n\t\t\t\t<\/div>\n<\/td>\n
\n

     –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

   1<\/p>\n<\/td>\n

\n

   1<\/p>\n<\/td>\n

\n

    650<\/p>\n<\/td>\n

\n

      650<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tWindows NT for server\n\t\t\t\t<\/div>\n<\/td>\n
\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

4<\/p>\n<\/td>\n

\n

4<\/p>\n<\/td>\n

\n

800<\/p>\n<\/td>\n

\n

3 200<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 7 (d)<\/strong><\/p>\n<\/td>\n

\n

    –<\/strong><\/p>\n<\/td>\n

\n

    –<\/strong><\/p>\n<\/td>\n

\n

   8<\/strong><\/p>\n<\/td>\n

\n

   8<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

   4 150<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

    Subtotal, lines 7 (c) and (d)<\/strong><\/p>\n<\/td>\n

\n

1 074<\/strong><\/p>\n<\/td>\n

\n

220<\/strong><\/p>\n<\/td>\n

\n

295<\/strong><\/p>\n<\/td>\n

\n

515<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

478 550<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

     (e)   Generators<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tLess than 50 kVA\n\t\t\t\t<\/div>\n<\/td>\n
\n

  190<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\t50110 kVA\n\t\t\t\t<\/div>\n<\/td>\n
\n

    30<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMore than 110 kVA\n\t\t\t\t<\/div>\n<\/td>\n
\n

10<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 7 (e)<\/strong><\/p>\n<\/td>\n

\n

 230<\/strong><\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(f)\t<\/span>   Observation equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tNight observation device, 300600 m\n\t\t\t\t<\/div>\n<\/td>\n
\n

  74<\/p>\n<\/td>\n

\n

 13<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

 13<\/p>\n<\/td>\n

\n

  4 000<\/p>\n<\/td>\n

\n

  52 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tNight observation device, 1,0002,000 m\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

   2<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

   2<\/p>\n<\/td>\n

\n

10 000<\/p>\n<\/td>\n

\n

  20 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tNight goggles, model 90\n\t\t\t\t<\/div>\n<\/td>\n
\n

   2<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBinocular, survey\n\t\t\t\t<\/div>\n<\/td>\n
\n

 43<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tBinocular, hand-held\n\t\t\t\t<\/div>\n<\/td>\n
\n

157<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tSearchlight\n\t\t\t\t<\/div>\n<\/td>\n
\n

  54<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tStreamlight\n\t\t\t\t<\/div>\n<\/td>\n
\n

149<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n
\n\t\t\t\tCompass\n\t\t\t\t<\/div>\n<\/td>\n
\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

    –<\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

         –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Subtotal, line 7 (f)<\/strong><\/p>\n<\/td>\n

\n

479<\/strong><\/p>\n<\/td>\n

\n

  15<\/strong><\/p>\n<\/td>\n

\n

    –<\/strong><\/p>\n<\/td>\n

\n

  15<\/strong><\/p>\n<\/td>\n

\n

      –<\/p>\n<\/td>\n

\n

  72 000<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(g)    Petrol tank plus metering equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

        –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(h)   Medical and dental equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

  60 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(i)\t<\/span>   Accommodation equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

135 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(j)    Miscellaneous equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

 39 000<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(k)   Field defence equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

       –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(l)\t<\/span>  Water purification equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

       –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(m)  Refrigeration equipment<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

       –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

(n)   Spare parts, repairs and maintenance<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

       –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

Total, line 7<\/strong><\/p>\n<\/td>\n

\n

4 658<\/strong><\/p>\n<\/td>\n

\n

291<\/strong><\/p>\n<\/td>\n

\n

295<\/strong><\/p>\n<\/td>\n

\n

586<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

802 500<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

8.\t<\/span>  Supplies and services<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

      –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

9.\t<\/span>  Air and surface freight<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

      –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

\t<\/span>Total, category III<\/strong><\/p>\n<\/td>\n

\n

5 790<\/strong><\/p>\n<\/td>\n

\n

531<\/strong><\/p>\n<\/td>\n

\n

296<\/strong><\/p>\n<\/td>\n

\n

827<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

3 524 500<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

IV.     Other programmes<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

      –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

V.      United Nations Logistics Base at Brindisi<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

      –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

VI.     Support account for peacekeeping operations<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

      –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

VII.\t<\/span>Staff assessment<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n\n

      –<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
\n

          Total, categories IVII<\/strong><\/p>\n<\/td>\n

\n

5 790<\/strong><\/p>\n<\/td>\n

\n

531<\/strong><\/p>\n<\/td>\n

\n

296<\/strong><\/p>\n<\/td>\n

\n

827<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

3 524 500<\/strong><\/p>\n<\/td>\n

<\/td>\n<\/tr>\n<\/table>\n
\n

\t<\/span>a<\/u>\/\t<\/span>Items to be transferred from the United Nations Logistics Base at Brindisi.<\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span><\/strong><\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span><\/strong><\/span>D.\t<\/span>Job descriptions: new posts<\/strong><\/span><\/p><\/div>\n

\n

 \t\t\t<\/span>Local staff posts<\/strong><\/p><\/div>\n

<\/p>\n

\n

\t<\/span>1.\t<\/span>Network Administrator at Camp Faouar (one post), GS-6 <\/i><\/p><\/div>\n

\n

\t<\/span><\/p><\/div>\n

\n

\t\t<\/span>Electronic Data-Processing Assistant at Camp Zioani (one post), GS-6<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>At present, the Electronic Data-Processing (EDP) Section relies heavily on the military staff to service different locations in the mission area to which the local staff are not able to travel owing to restrictions. The duration of the assignment of the military staff is only one year. Since the EDP work is specialized in the United Nations, especially in networking and information systems, it normally takes four to six months for the military member to become fully acquainted with the various United Nations systems. The regular local staff would be able to ensure continuity of service to UNDOF.<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>Under the direct supervision of the Chief Electronic Data-Processing Officer, the incumbent is primarily responsible for the network engineering, for the server management, for the systems administration of the Reality, SUN, Lotus Notes and cc:mail systems, for ensuring that all workstations have the United Nations standard applications, for the daily troubleshooting requests and for the training and support to all users.<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>Detailed functions would include the following:<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(a)\t\t<\/span>The installation and administration of the local area networks and servers, including:<\/p><\/div>\n

<\/p>\n

\n

(i)\t\t<\/span>Network planning, site analysis and network installations, which includes analysis of future expansion plans of the network and its topology, servers, cable diagrams and map of wiring area;<\/p><\/div>\n

<\/p>\n

\n

(ii)\t<\/span>Installation and testing of file servers, network operating systems and connectivity equipment;<\/p><\/div>\n

<\/p>\n

\n

(iii)\t<\/span>Standard network configuration and set-up of host workstations;<\/p><\/div>\n

<\/p>\n

\n

(iv)\t<\/span>Ensuring and monitoring network integrity, security, network access rights, performances and resources;<\/p><\/div>\n

<\/p>\n

\n

(v)\t\t<\/span>Running anti-virus protection, data recovery and back-up;<\/p><\/div>\n

<\/p>\n

\n

(vi)\t<\/span>Repairing and replacing any network media;<\/p><\/div>\n

<\/p>\n

\n

(vii)\t<\/span>Ensuring all network and remote connection sites accessibility (Headquarters, United Nations Logistics Base at Brindisi and other missions);<\/p><\/div>\n

<\/p>\n

\n

(viii)\t<\/span>Providing purchase specifications for network-related materials and server software;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(b)\t\t<\/span>Systems administration of UNDOFs systems (Reality, SUN, Lotus Notes and cc:mail), including:<\/p><\/div>\n

<\/p>\n

\n

(i)\t\t<\/span>Daily administration and ensuring smooth operation of the above systems;<\/p><\/div>\n

<\/p>\n

\n

(ii)\t<\/span>Providing user IDs and passwords and ensuring security accessibility rights;<\/p><\/div>\n

<\/p>\n

\n

(iii)\t<\/span>Developing and generating management reports;<\/p><\/div>\n

<\/p>\n

\n

(iv)\t<\/span>Developing new Lotus Notes applications to be shared either locally or between missions, the goal of which is to work towards a paperless operation and the establishment of an electronic information system;<\/p><\/div>\n

<\/p>\n

\n

(v)\t\t<\/span>As directed by the office of Field Administration and Logistics Division and the United Nations Logistics Base at Brindisi, the incumbent does the necessary upgrading of the systems;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(c)\t\t<\/span>Ensuring that all workstations have the United Nations standard applications, including:<\/p><\/div>\n

<\/p>\n

\n

(i)\t\t<\/span>Installation of all standard applications at the workstations;<\/p><\/div>\n

<\/p>\n

\n

(ii)\t<\/span>Converting some user files from non-standard to standard applications;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(d)\t\t<\/span>Troubleshooting computer problems, training and user support, including:<\/p><\/div>\n

<\/p>\n

\n

(i)\t\t<\/span>Repairing and replacing computer devices, i.e., motherboards, video cards, printer cards, etc.;<\/p><\/div>\n

<\/p>\n

\n

(ii)\t<\/span>Repairing printers that have minor problems;<\/p><\/div>\n

<\/p>\n

\n

(iii)\t<\/span>Informing users of the proper usage of the software and their hardware equipment;<\/p><\/div>\n

<\/p>\n

\n

(iv)\t<\/span>Providing formal EDP training sessions.<\/p><\/div>\n

\n

\t\t<\/span>2.\t<\/span>Environmental Management Clerk, GS-3\/4<\/i><\/p><\/div>\n

<\/p>\n

\n

\t<\/span>Under the direct supervision of the Force Construction Engineering Officer, the incumbent would assist and advise the Officer on all environmental-related matters in the mission area and would function as the coordinator for UNDOFs environmental protection matters. He would liaise with the contingent construction engineering officers to ensure that environmental protection measures are put in place and complied with.<\/p><\/div>\n

<\/p>\n

\n

\t\t\t<\/span>Detailed functions would include the following:<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(a)\t<\/span>Evaluate the impact of the water supply, sewer lines and sewage treatment current systems at Camp Faouar and ensure they are reviewed or updated as needed to protect their surroundings;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(b)\t<\/span>Regularly review and update the boiler systems and the fuel stations at Camp Faouar in order to prevent contamination of the soil or the air (smoke through chimneys);<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(c)\t<\/span>Preliminary study, design, drawings, contract supervision and procurement liaison for all Camp Faouar environmental projects\/works;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(d)\t<\/span>Coordination with all contingent construction engineering officers for environmental related projects;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(e)\t<\/span>Keep a register of all Camp Faouar and Area of Separation positions site plans. Update these plans as construction or demolition takes place. Review and update as built, drawings for building floor plan at Camp Faouar;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(f)\t<\/span>Put in place an environmental training and awareness programme to be held every trimester. Both military and civilians working at UNDOF must regularly be reached through newspapers, notice boards or conferences;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(g)\t<\/span>Assist the engineering personnel with matters related to the interpretation or clarification of Arabic building codes and assist Syrian contractors with matters related to Austrian or Canadian construction codes;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(h)\t<\/span>Put in place an established procedure for recycling of paper and waste for all installations in UNDOF;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(i)\t<\/span>Initiate tree planting and tree maintenance programme at Camp Faouar and in the Area of Separation;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(j)\t<\/span>Initiate and coordinate a preventive maintenance inspection programme for all Camp Faouar buildings for structural, electrical, plumbing, roads and ground;<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>(k)\t<\/span>Other engineering or technical tasks as directed by the Force Construction Engineering Officer and the construction engineering officers.<\/p><\/div>\n

<\/p>\n

\n

Annex III<\/strong><\/p><\/div>\n

<\/p>\n

\n

Observations and comments on previous recommendations of the Advisory Committee on Administrative and Budgetary Questions<\/strong><\/p><\/div>\n

\n

1.\t<\/span>In paragraph 4 of its report A\/52\/860\/Add.5 of 6 April 1998, the Advisory Committee on Administrative and Budgetary Questions had requested the Secretary-General to review and make recommendations on the status of the amounts withheld as a result of the suspension of regulation 4.3 of article IV of the Financial Regulations of the United Nations.<\/p><\/div>\n

<\/p>\n

\n

2.\t<\/span>It may be recalled that the General Assembly, in several of its resolutions, the first of which was 33\/13 E of 14 December 1978, temporarily suspended the provisions of the United Nations regulations 5.2 (b), 5.2 (d), 4.3 and 4.4 in respect of amounts which otherwise would have been surrendered, and directed that those amounts be held in a suspense account pending a further decision by the Assembly. The total amount placed in suspense account for the period through 30 November 1991, following the adoption by the Assembly of resolution 47\/204 on 22 December 1992, was $64.9 million.<\/p><\/div>\n

<\/p>\n

\n

3.\t<\/span>It may also be recalled that the General Assembly, in its resolution 36\/116 A of 10 December 1981, decided to transfer the balance of assessed contributions of $36 million due from a Member State to a special account. Furthermore, under the terms of General Assembly resolution 50\/83 of 15 December 1995, the amounts held in the suspense account were reduced by $15.3 million to partially offset the waiver of South Africas unpaid contributions to various peacekeeping operations for the period from 30 September 1974 to 23 June 1994. After adjusting for the amounts of $36 million and $15.3 million, the net balance in the suspense account amounted to $13.6 million.<\/p><\/div>\n

<\/p>\n

\n

4.\t<\/span>The financial position of the UNDOF special account from inception to 30 June 1999 (as at 31 December 1998) is as shown in the table below:<\/p><\/div>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n

(Millions of United States dollars)<\/i><\/p>\n<\/td>\n

\n

Gross<\/i><\/p>\n<\/td>\n

\n

Net<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

(Millions of United States dollars)<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n

Operating cash position<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/tr>\n
\n

1.\t<\/span>Income<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tAssessed contributions received\n\t\t\t\t<\/div>\n<\/td>\n
\n

1 125.5 <\/p>\n<\/td>\n

\n

1 125.5<\/p>\n<\/td>\n<\/tr>\n

\n
\n\t\t\t\tVoluntary contributions in kind\n\t\t\t\t<\/div>\n<\/td>\n
\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n
\n\t\t\t\tVoluntary contributions in cash\n\t\t\t\t<\/div>\n<\/td>\n
\n

a<\/sup><\/p>\n<\/td>\n

\n

a<\/sup><\/p>\n<\/td>\n<\/tr>\n

\n
\n\t\t\t\tInterest income (for the period ending 30 June 1998)\n\t\t\t\t<\/div>\n<\/td>\n
<\/p>\n

3.9 <\/p>\n<\/td>\n

<\/p>\n

3.9 <\/p>\n<\/td>\n<\/tr>\n

\n
\n\t\t\t\tMiscellaneous income\n\t\t\t\t<\/div>\n<\/td>\n
\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

\t<\/span>Total, line 1<\/strong><\/p>\n<\/td>\n

\n

1 129.4 <\/strong><\/p>\n<\/td>\n

\n

1 129.4<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

2.\t<\/span>Less: Total operating costs<\/span>b<\/sup><\/span><\/p>\n<\/td>\n

\n

1 214.2 <\/p>\n<\/td>\n

\n

1 196.0<\/p>\n<\/td>\n<\/tr>\n

\n

3.\t<\/span>Projected operating deficit<\/p>\n

\n\t\t\t\t(1 less 2)\n\t\t\t\t<\/div>\n<\/td>\n
<\/p>\n

(84.8)<\/p>\n<\/td>\n

<\/p>\n

(66.6)<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n

\t<\/span><\/span>a<\/sup><\/span>Cyprus voluntary contributions of $629 for the period from 1 January to 30 November 1996.<\/span><\/p><\/div>\n

\n

\t<\/span><\/span>b<\/sup><\/span>Based on performance reports.<\/span><\/p><\/div>\n

\n

5.\t<\/span>In view of the negative unencumbered balance shown of $4.4 million net from inception to 30 June 1999 as indicated in section V, part A, of the main report and the projected operating deficit of $66.6 million net as indicated above, it is necessary to continue retention of the $13.6 million held in the suspense account. The Secretary-General will review this matter again when preparing the missions budget estimates for the year 2000\/01 with a view to putting forward recommendations, if feasible.<\/p><\/div>\n

\n

Annex IV<\/strong><\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span>Organizational chart<\/strong><\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span>(as at 31 January 1999)<\/strong><\/p><\/div>\n

\n

Chart prepared for offset reproduction (1 page) followed by map (1 page)<\/p><\/div>\n

\n

\t\t<\/span>Map<\/strong><\/p><\/div>\n

\n\t\t\t\t<\/div>\n","protected":false},"excerpt":{"rendered":"

Financing of the United Nations peacekeeping forces in the Middle East: United Nations Disengagement Observer Force Report of the Secretary-General Addendum Summary The  present  report contains the proposed budget for the 12-month period from 1 July 1999 to 30 June 2000 for the maintenance of the United Nations Disengagement Observer Force (UNDOF), which amounts to $33,247,500 gross […]<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"template":"","meta":{"footnotes":""},"country":[],"document-category":[1323],"document-source":[1365,5352,1925],"committee-meeting":[],"document-subject":[1929],"entity":[1729],"document-language":[6542],"class_list":["post-181614","document","type-document","status-publish","hentry","document-category-report","document-source-general-assembly","document-source-secretary-general","document-source-united-nations-disengagement-observer-force-undof","document-subject-peacekeeping","entity-united-nations-system","document-language-english"],"_links":{"self":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document\/181614","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document"}],"about":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/types\/document"}],"author":[{"embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/users\/1"}],"version-history":[{"count":0,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document\/181614\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/media?parent=181614"}],"wp:term":[{"taxonomy":"country","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/country?post=181614"},{"taxonomy":"document-category","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-category?post=181614"},{"taxonomy":"document-source","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-source?post=181614"},{"taxonomy":"committee-meeting","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/committee-meeting?post=181614"},{"taxonomy":"document-subject","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-subject?post=181614"},{"taxonomy":"entity","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/entity?post=181614"},{"taxonomy":"document-language","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-language?post=181614"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}