Примеры использования Office's budget на Английском языке и их переводы на Русский язык
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Official
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Colloquial
The Office's budget was of crucial importance.
External payments are defined as charges made against a particular office's budget by other offices. .
The Office's budget had been substantially increased, but the volume of refugee flows had risen still more sharply.
Members of the Fifth Committee should be encouraged to support the proposed modest increase in her Office's budget.
The Information Systems Office's budget consists of its regular(recurrent cost) and strategy(new information system) elements.
The resources required for the functions of the Council are included ina separate budget line, part of the Office's budget.
Since the beginning of my mandate, my Office's budget has been reduced by almost 40 per cent and staff by 50 per cent.
The Board's concernsregarding UNHCR budgeting and financial reporting could be addressed through the ongoing renovation of that office's budget structure.
While the Office's budget was small, given its mandate, he noted that it had increased since 1997.
Collection of outstanding receivables from 2007 will be reflected in the Inter-Agency Procurement Services Office's budget in the next biennial statement.
The Office's budget was indeed insufficient, but so were most of the budget allocations in the country, given the economic crisis.
In July 1993, the"external payments" system was implemented."External payments" are defined as charges made against a particular office's budget by other offices. .
In 2003, 3.3 per cent of the Office's budget was allocated for co-financing, in 2004 5 per cent and in 2005 4.7 per cent of the Office's budget. .
Ensuring that the protection aspects of UNHCR's global objectives andstrategic goals which direct the Office's budget prioritization process are pursued consistently throughout the organization.
In 2005, over 20 per cent of the Office's budget was channelled through partnerships with nearly 650 NGOs, almost 80 per cent of which were national NGOs.
While reiterating support for UNHCR's involvement with IDPs as well as its cluster leadership in the area of protection,delegations queried why IDP activities had not been entirely mainstreamed into the Office's budget in 2009, as previously planned.
Despite this, the Office's budget for 1999 did not show any increase, which in real terms means that it declined by nearly 7 per cent.
Thus, in early 2007, UNHCR initiated informal consultations with donors on a possible redesign of the Office's budget structure, and a detailed proposal was presented to the 40th meeting of the Standing Committee in September 2007.
The Office's budget was currently around $22 million from the regular budget of the United Nations, and almost double that in voluntary funding.
Thus, in early 2007, UNHCR initiated informal consultations with donors on a possible redesign of the Office's budget structure, and a detailed proposal was presented to the 40th meeting of the Standing Committee in September 2007 document EC/58/SC/CRP.25.
The Office's budget had not increased, apart from adjustments for inflation, but the experience and knowledge of its staff had improved, making it better able to obtain support and information.
Thus, in early 2007, UNHCR initiated informal consultations with donors on a possible redesign of the Office's budget structure, which involves the use of populations of concern as the basic organizing principle, thus structuring the budget into four distinct components.
In 1997 the Office's budget was divided as follows: press and publications- 60 per cent, reviews, meetings, competitions- 27 per cent, festivals- 11 per cent, seminars, literary workshops, conferences- 2 per cent.
The main rationale for the creation of the Unified Budget was to provide a comprehensive and transparent view of the Office's budget that would help ensure increased predictability of funding, reduced earmarking, a more equitable distribution of resources across operations, and appropriate donor oversight.
The operational independence of OIOS under the authority of the Secretary-General had been established by General Assembly resolution 48/218 B. However, it was compromised by the fact that the Department of Management,one of the main entities audited by the Office, currently played a major role in determining the Office's budget.
He stressed that,in spite of an increase in the Office's budget to help the Yemeni Government with the growing influx of asylum-seekers, refugees and migrants, more needed to be done.
The Board also met with representatives of donor Governments during its annual meeting with donors; the Chief of the Research andRight to Development Branch of the Office of the High Commissioner for Human Rights(OHCHR) and the Chief of the Office's Budget and Finance, as well as a member of the OHCHR Resource Mobilisation Unit and the Chief of the External Relations Branch.
The 10 per cent increase in the Office's budget for 1998 was a welcome move, but only 20 per cent of the entire budget was for actual operations. The remainder was allocated for the payroll.
Resources required on the basis of such a workplan will be taken into account in revised estimates to the Office's budget for the biennium 2008-2009, which are expected to be submitted by the Office under revised arrangements to the General Assembly at its sixty-third session, in the third quarter of 2008.
The Office's budget was 90 per cent dependent on voluntary contributions; it therefore encouraged the partners of the developing countries to give them direct financial assistance or to provide contributions to the Office, which would then use them to help the countries concerned, which were divided into various categories.