Examples of using Each programme manager in English and their translations into Arabic
{-}
-
Colloquial
-
Political
-
Ecclesiastic
-
Ecclesiastic
-
Computer
Each programme manager must be informed in clear language free of vague and ambiguous terminology.
OIOS discussed the draft audit workplan with each programme manager and then provided the managers with the final version.
Each programme manager must be informed in clear language free of vague and ambiguous terminology.
The status of PAS implementation in each department/office is included in theannual action plan for human resources for each programme manager.
OIOS discussed the draft audit workplan with each programme manager and then provided the programme managers with the final version of the workplan.
The Office of Internal Oversight Services conducts ad hoc detailedaudits of output delivery and results achieved as reported by each programme manager.
The basis of that system is self-monitoring and evaluation by each programme manager, which is crucial for the better implementation of the programmes. .
It was also informed that resources for conference services were supposed tobe allocated to cost centres under the responsibility of each programme manager.
The Committee was informed that OIOShad discussed the draft audit workplan with each programme manager and that each manager would be provided with the final version.
The first stage of the staff skills inventory has been completed, covering over 40 per cent of the global Secretariat: at the same time initial succession plans have been developed as part of the ActionPlans in Human Resources Management agreed by each programme manager with the ASG/OHRM.
The Committee was informed that OIOS discussed thedraft audit workplan with each programme manager and that each programme manager will be provided with the final version of the workplan.
Moreover, subject to the availability of resources, OHRM will be developing occupational descriptions for each family of jobs, spelling out such issues as critical functions and success factors,qualifications and expected experience, so that each programme manager will have a basic concept of the requirements of posts classified at different levels.
During its review, the Office of Internal OversightServices found that the allotment advice issued to each programme manager clearly states the delegation of authority in programme delivery, in particular the transfer of resources within sections of the programme and between certain objects of expenditure.
The human resources action plan is a keyelement of the management objectives the Secretary-General discusses with each programme manager and records in his or her performance management plan.
The challenge facing the United Nations therefore,is to remove these barriers at the level of each individual staff member and each programme manager so that they will take the initiatives and risks necessary to attain the change that, as the Secretary-General has stated, will renew the confidence of Member States and staff in the United Nations continued relevance and effectiveness.
They reflect instead different vacancy levels for different sections andwithin each section based on the number of vacant work/months that each programme manager anticipated within his/her programme in order to achieve reductions.
To achieve the aims of the Secretary-General in that area,authority for human resources should be centralized and each programme manager should be aware of the need to realize organizational goals and be accountable to the Secretary-General and the Member States.
Moreover, in order to promote accountability, the responsibility of each unit and programme manager in the delivery of services should be obvious and stated more clearly.
The management structure comprised a management committee, a programme manager and a liaison officer from each implementing agency.
UNV management should assess the cost-effectiveness of the programme officer and programme manager function in each specific country/mission and evaluate the adequacy of backstopping in countries where no country team exists.
The Department of Management ensured that the responsibility for implementation of each recommendation would be assigned to a programme manager and that time frames would be set for their implementation.
The 25 programmes established in the context of the new structure were each the responsibility of a programme manager or an organizational unit and comprised several subprogrammes to be implemented by the various services or divisions within each department.
Upon the completion of each project, an evaluation is conducted and a report is made to the programme manager.
A programme management team has been fully in place since 2011,with clear project management responsibility for each country, and a programme manager and programme officer for coordinating and monitoring at the overall programme level.
The Programme Manager.
Humanitarian Programme Manager.
Programme Manager Message.
Pre-sessions Programme Manager.
Regional Programme Manager.