{"id":177294,"date":"1999-02-04T00:00:00","date_gmt":"2019-03-11T20:28:18","guid":{"rendered":"https:\/\/www.un.org\/unispal\/?p=177294"},"modified":"2019-03-11T20:28:18","modified_gmt":"2019-03-11T20:28:18","slug":"auto-insert-177294","status":"publish","type":"document","link":"https:\/\/www.un.org\/unispal\/document\/auto-insert-177294\/","title":{"rendered":"UNIFIL – SecGen report"},"content":{"rendered":"
\n
\n

Financing of the United Nations Interim Force in Lebanon<\/strong><\/p><\/div>\n

\n

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

\n

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

<\/p>\n

\n

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 Interim Force in Lebanon (UNIFIL), which amounts to $140,044,200 gross ($136,014,800 net), inclusive of a $135,000 budgeted voluntary contribution.<\/p><\/div>\n

<\/p>\n

\n

The budget provides for maintenance of the Force, which comprises 4,513 troops (3,438 infantry and 1,075 logistics personnel), supported by a civilian establishment of 491 (147 international and 344 local).<\/p><\/div>\n

<\/p>\n

\n

Of the total budget, some 57 per cent of resources relate to military personnel costs. Civilian personnel costs account for 19 per cent of the budget, operational costs reflect 22 per cent, while staff assessment comprises  3 per cent of the total.<\/p><\/div>\n

<\/p>\n

\n

The action to be taken by the General Assembly is set out in paragraph 29 of the present report.<\/p><\/div>\n

\n

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

<\/p>\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

\t<\/span><\/i><\/p>\n<\/td>\n

<\/td>\n\n

\t<\/span>Paras.<\/i><\/p>\n<\/td>\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

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

–\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

\t<\/span>1-3<\/p>\n<\/td>\n

<\/td>\n\n

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

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

\t<\/span>II.\t<\/span>Political mandate of the mission\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

\t<\/span>4-5<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>6-10<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

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

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>12<\/p>\n<\/td>\n

<\/td>\n\n

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

<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tA.  Approved budget and expenditure for the period from inception to 30 June 1999 as at 31 December 1998\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n\n

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

<\/td>\n<\/td>\n<\/tr>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tB.  Voluntary contributions and trust funds\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>13-14<\/p>\n<\/td>\n

<\/td>\n\n

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

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

\t\t<\/span>A.  Current troop-contributors\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>14<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>15-19<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

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

<\/td>\n\n

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

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

\t\t<\/span>B.\t<\/span>Requirements\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

\t<\/span>16-19<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>20-23<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>20-23<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>9<\/p>\n<\/td>\n

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

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

<\/td>\n\n

\t<\/span>24-28<\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

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

<\/td>\n\n

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

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

\t<\/span>Annexes<\/p>\n<\/td>\n

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

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

<\/td>\n\n

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

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

\t\t<\/span>A.\t<\/span>Summary statement\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

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

\t\t<\/span>B.\t<\/span>Distribution of resources by major cost component\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

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

\t\t<\/span>C.\t<\/span>Supplementary information\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

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

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

\t\t<\/span>A.\t<\/span>Standard and mission-specific costs\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

\t<\/span>23<\/p>\n<\/td>\n

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

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

<\/td>\n\n

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

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

\t\t<\/span>D.\t<\/span>Job descriptions\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

\t<\/span>34<\/p>\n<\/td>\n

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

\t<\/span>III.\t<\/span>Organizational chart\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

\t<\/span>37<\/p>\n<\/td>\n

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

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

<\/td>\n\n

\t<\/span>38<\/p>\n<\/td>\n

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

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

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

\t<\/span><\/strong><\/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 Interim Force in Lebanon (UNIFIL), which amounts to $140,044,200 gross ($136,014,800 net), inclusive of a $135,000 budgeted voluntary contribution.<\/p><\/div>\n

<\/p>\n

\n

2.\t<\/span>Estimated requirements for the period from 1 July 1999 to 30 June 2000 represent a  3.1 per cent increase ($4,212,300) in total resources (gross) in relation to the previous budgetary period. The proposed increase reflects a 0.9 per cent increase in military personnel costs, a 1.7 per cent increase in civilian personnel costs, a 10.7 per cent increase in operational costs, an eightfold increase in other programmes and a 1.6 per cent increase in staff assessment costs.<\/p><\/div>\n

\n

Table 1<\/p><\/div>\n

\n

Financial resources<\/strong><\/p><\/div>\n

\n

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

<\/p>\n

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

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

\n

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

<\/p>\n

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

<\/p>\n
\n

1997\/98 expenditures<\/i><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

\n

apportion-<\/i><\/p><\/div>\n

\n

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

<\/p>\n
\n

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

\n

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

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n
\n

76 445.2<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

78 534.1<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

79 242.0<\/p><\/div>\n<\/td>\n

<\/p>\n

707.9<\/p>\n<\/td>\n

<\/p>\n
\n

0.9<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

21 597.9<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

25 623.3<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

26 051.1<\/p><\/div>\n<\/td>\n

<\/p>\n

427.8<\/p>\n<\/td>\n

<\/p>\n

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

<\/p>\n

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

<\/p>\n
\n

18 973.3<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

27 840.2<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

30 830.7<\/p><\/div>\n<\/td>\n

<\/p>\n

2 990.5<\/p>\n<\/td>\n

<\/p>\n
\n

10.7<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

2.9<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

26.0<\/p><\/div>\n<\/td>\n

<\/p>\n

23.1<\/p>\n<\/td>\n

<\/p>\n
\n

796.6<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

<\/p>\n
\n

3 302.6<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

3 831.4<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

3 894.4<\/p><\/div>\n<\/td>\n

<\/p>\n

63.0<\/p>\n<\/td>\n

<\/p>\n
\n

1.6<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

Total resources (gross) <\/strong>a<\/u><\/strong>\/<\/strong><\/p><\/div>\n

<\/td>\n

<\/p>\n
\n

120 319.0<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

135 831.9<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

140 044.2<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n

4 212.3<\/strong><\/p>\n<\/td>\n

<\/p>\n

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

<\/p>\n

\n

a<\/u>\/ \t<\/span>Exclusive of provision for the support account for peacekeeping operations and the United Nations Logistics Base at Brindisi.<\/p><\/div>\n

<\/p>\n

\n

Table 2<\/p><\/div>\n

\n

Human resources<\/strong><\/p><\/div>\n

\n

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

<\/p>\n

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

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

<\/p>\n
\n

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

\n

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

<\/p>\n
\n

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

\n

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

<\/p>\n
\n

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

\n

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

<\/p>\n
\n

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

\n

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

\n

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

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

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

<\/p>\n
\n

4 367<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

4 513<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

4 513<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

129<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

146<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

140<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

(6)<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

344<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

344<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

\n

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

<\/p>\n

\n\t\t\t\t(a) \t<\/span>Appropriation of the amount of $140,044,200 gross ($136,014,800 net) for the 12-month period from 1 July 1999 to 30 June 2000, inclusive of a $135,000 budgeted voluntary contribution;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(b) \t<\/span>Assessment of the amount of $11,659,100 gross ($11,334,566 net) of the budgeted voluntary contribution for the period from 1 to 31 July 1999;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(c) \t<\/span>Assessment of the amount in paragraph 3 (a) at a monthly rate of $11,659,100 gross ($11,334,566 net) of the budgeted voluntary contribution, should the Security Council decide to continue the mandate of the mission beyond 31 July 1999.\n\t\t\t\t<\/div>\n
\n

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

<\/p>\n

\n

(<\/span>Security Council resolution 425 (1978) <\/a>of 19 March 1978)<\/span><\/p><\/div>\n

<\/p>\n

\n

4. \t<\/span>The mandate of the Force is to confirm the withdrawal of Israeli forces, to restore international peace and security and to assist the Government of Lebanon in ensuring the return of its effective authority in the area of operations. UNIFIL has been prevented so far from implementing any part of that mandate. In the meantime, its task remains as laid down in the report of the Secretary-General of 19 March 1978 (S\/1261), namely, to ensure the peaceful character of its area of operation or, more precisely, of that part of the area which is not under Israeli occupation. In doing so, UNIFIL also affords a measure of protection to the civilian population. <\/p><\/div>\n

<\/p>\n

\n

5. \t<\/span>The current mandate expires on 31 July 1999  (<\/span>Security Council resolution 1223 (1999)<\/a> of 28 January 1999).<\/span><\/p><\/div>\n

<\/p>\n

\n

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

\n

6. \t<\/span>The streamlining of UNIFIL and related 10 per cent reduction in its strength, to which the Security Council concurred in its <\/span>resolution 1006 (1995) <\/a>of 28 July 1995, was completed in May 1996. At the same time, the tasks and responsibilities of UNIFIL were not reduced. UNIFIL has been trying to maintain its operational effectiveness by placing greater emphasis on mobility and flexibility. This means unavoidable dependence on military pattern vehicles,  including armoured personnel carriers.<\/span><\/p><\/div>\n

<\/p>\n

\n

7.\t<\/span> The estimate of resource requirements for UNIFIL for the budget period from 1 July 1999 to 30 June 2000 takes the mission<\/span>=<\/span>s operational requirements into account. The present budget proposal assumes the further integration of UNIFIL maintenance, logistical and technical support services into unified support services to increase efficiency.<\/span><\/p><\/div>\n

<\/p>\n

\n

8. \t<\/span>While UNIFIL managed to replace some equipment and facilities during the previous financial periods, there remain old and sub-standard equipment and facilities which require urgent replacement since they entail high maintenance costs.<\/p><\/div>\n

<\/p>\n

\n

9. \t<\/span>A large proportion of the vehicle fleet is too old for write-off and is in unsatisfactory condition, which impacts the Force's operational need to ensure the mobility and reliability of its vehicle fleet. Priority replacement of vehicles is proposed in the budget. In addition, 94 per cent of the Force's prefabricated buildings are more than 10 years old, in \t<\/span>extremely poor condition and, in many instances, beyond repair. It is therefore proposed to continue a five-year programme that began two years ago to replace prefabricated accommodation units that are more than 15 years old and ablution units and kitchens\/dining facilities that are more than 10 years old. At the same time, the remaining facilities require ongoing refurbishment and maintenance to sustain the basic infrastructure.<\/p><\/div>\n

<\/p>\n

\n

10. \t<\/span>The ageing communications systems also require a continuation of upgrade to digital systems, and the outmoded military communications equipment must be replaced. Moreover, obsolete observation equipment and old fragmentation jackets must also be replaced.<\/p><\/div>\n

\n

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

\n

11. \t<\/span>A status-of-forces agreement was signed between the United Nations and the Government of Lebanon on 15 December 1995. In accordance with the agreement, the Government extends privileges which include importation, free of duty or other restrictions, of equipment, provisions, supplies and other goods that are for the exclusive and official use of UNIFIL; provision without cost to UNIFIL of 79 buildings and areas for headquarters and camps; and exemption from any taxes or duties in respect of all official local purchases.<\/p><\/div>\n

\n

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

<\/p>\n

\n

A.  \t<\/span>Approved budget and expenditures for the period from inception to 30 June 1999 as at 31 December 1998<\/strong><\/p><\/div>\n

\n

Summary of resources<\/strong><\/p><\/div>\n

\n

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

<\/p>\n

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

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

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

3 023 151 060<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

2 982 007 660<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

2.\t<\/span>Expenditure a<\/u>\/<\/p><\/div>\n<\/td>\n

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

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

<\/p>\n
\n

3 008 166 769<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

2 971 010 560<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

Total, 1 less 2<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

14 984 291<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

10 997 100<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

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

From inception to 30 June 1997<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

16 106 100<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

12 673 100<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

4.\t<\/span>Unencumbered balance<\/p><\/div>\n<\/td>\n

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

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

<\/p>\n
\n

(1 121 809)<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

(1 676 000)<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

\t<\/span>a<\/u>\/\t<\/span>Includes proforma expenditure for the period from 1 July 1998 to 30 June 1999.<\/p><\/div>\n

\n

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

<\/p>\n

\n

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

\n

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

<\/p>\n

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

Government\/
\norganization<\/i><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

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

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

<\/p>\n
\n

Air ambulance service a<\/u>\/<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

 a<\/u>\/<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

Lebanon b<\/u>\/<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

Estimated reimbursement of rental charge for UNIFIL House in Beirut for the period from 1 February 1998 to 30 June 1999<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

174 000<\/p><\/div>\n<\/td>\n<\/tr>\n

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

Estimated reimbursement of rental charge for UNIFIL House in Beirut for the period from 1 July 1999 to 30 June 2000<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

135 000<\/p><\/div>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

a<\/u>\/ \t<\/span>This service has been provided on a continuing basis since inception during the period from 1 January to 31 December 1998.<\/p><\/div>\n

<\/p>\n

\n

b<\/u>\/ \t<\/span>The Government of Lebanon began making this voluntary contribution in February 1998.<\/p><\/div>\n

<\/p>\n

\n

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

\n

12. \t<\/span>No trust fund has been established in support of UNIFIL.<\/p><\/div>\n

<\/p>\n

\n

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

<\/p>\n

\n

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

\n

13. \t<\/span>The current troop contributors are the Governments of Fiji, Finland, France, Ghana, Ireland, Italy, Nepal, India and Poland.<\/p><\/div>\n

<\/p>\n

\n

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

\n

14. \t<\/span>Full reimbursement in accordance with standard rates established by the General Assembly for troop costs has been made to the troop-contributing States through 31 May 1998. It is estimated that an amount of $34.0 million is due for troop costs for the period ending 31 December 1998.<\/p><\/div>\n

<\/p>\n

\n

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

\n

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

\n

15.\t<\/span>No contingent-owned equipment agreements have been  signed with the troop-contributing countries of UNIFIL. However, for budgeting purposes, wet-lease rates have been applied for the first time for all of the contingent-owned equipment for UNIFIL. Negotiations are in progress with the Government of India.<\/p><\/div>\n

\n

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

\n

\t<\/span>1.\t<\/span>Major equipment<\/strong><\/p><\/div>\n

\n

16. \t<\/span>No provision for major equipment for the budgetary period is required. <\/p><\/div>\n

\n

\t<\/span>2.\t<\/span>Special equipment<\/strong><\/p><\/div>\n

\n

17.\t<\/span> The requirement for reimbursement of crew-served weapons to four contingents is estimated at $159,504.<\/p><\/div>\n

\n

\t<\/span>3.\t<\/span>Self-sustainment<\/strong><\/p><\/div>\n

\n

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

\n

\t<\/span>4.\t<\/span>Mission factors<\/strong><\/p><\/div>\n

\n

19.\t<\/span> Mission factors intended to compensate troop-contributing countries for extreme operating conditions in the mission area apply to the monthly reimbursable rates, as indicated in the table below:<\/p><\/div>\n

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

Mission factors<\/i><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

Extreme environmental condition factor<\/p>\n<\/td>\n

<\/p>\n
\n

0.5<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

Intensified operational condition factor<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

Hostile action\/forced abandonment factor<\/p>\n<\/td>\n

<\/p>\n
\n

2.3<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

Incremental transportation factor<\/p>\n<\/td>\n

<\/p>\n
\n

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

\n

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

<\/p>\n

\n

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

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

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

\n<\/td>\n\n

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

\n

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

\n

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

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

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

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

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

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/i><\/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

–<\/i><\/p>\n<\/td>\n

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

D-1<\/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-5<\/p>\n<\/td>\n

\n

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

\n

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

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

\n

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

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

45<\/p>\n<\/td>\n

\n

45<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

\n

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

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

80<\/p>\n<\/td>\n

\n

80<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

\n

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

\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

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

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/i><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

\n

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

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

\n

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

\n

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

\n

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

<\/p>\n

\n

(a) \t<\/span>Upgrading two Professional posts from P-2 to P-3 in support of UNIFIL electronic data-processing and contract activities;<\/p><\/div>\n

<\/p>\n

\n

(b) \t<\/span>Establishment of one Professional post at the P-3 level (Staff Counsellor and Welfare Officer).<\/p><\/div>\n

<\/p>\n

\n

21.\t<\/span>The Professional posts upgradings comprise: post of the Chief, Electronic Data-Processing Unit, who is responsible for the management of computer services at UNIFIL, including all administrative, operational and computerization aspects of office automation and electronic data-processing; and the post of Contracts Officer in the Procurement Section, who is responsible for the preparation and administration of construction, maintenance, service and supply contracts. With regard to the request to establish one new P-3 post for a Staff Counsellor and Welfare Officer, the incumbent will provide counselling to facilitate adjustment to mission (including stress management and coping skills); promote positive use of discretionary time by creating recreational programmes; and provide fact sheets and briefing sessions to assist personnel to function effectively in the specific area. The Staff Counsellor and Welfare Officer will also provide support to the United Nations Truce Supervision Organization (UNTSO), the United Nations Disengagement Observer Force (UNDOF) and the United Nations Peacekeeping Force in Cyprus (UNFICYP).<\/p><\/div>\n

<\/p>\n

\n

22. \t<\/span>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

23.\t<\/span> In paragraph 10 of its <\/span>resolution 52\/237 <\/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

\n

\t<\/span>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
<\/td>\n<\/td>\n<\/td>\n\n

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

<\/td>\n<\/td>\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 Force Commander<\/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

1<\/p>\n

1<\/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

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

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

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

\n

Tyre – Force Commander's Office<\/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

–<\/strong><\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Subtotal, 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<\/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

1<\/p>\n

1<\/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

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

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

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

Chief Administrative Office<\/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

1<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

3<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/strong><\/p>\n

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

\n

Civilian Engineering Office<\/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

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

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

\n

2<\/strong><\/p>\n

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

\n

Personnel Section<\/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

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/strong><\/p>\n

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

\n

Communications Section<\/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

–<\/strong><\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Transport Section<\/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

–<\/strong><\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Procurement Section<\/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

1<\/p>\n

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

\n

1<\/p>\n

–<\/p>\n<\/td>\n

\n

3<\/strong><\/p>\n

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

<\/p>\n

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

Beirut – Procurement Section<\/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

1<\/p>\n

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

\n

1<\/strong><\/p>\n

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

\n

Electronic Data-processing Section<\/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

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

\n

1<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/strong><\/p>\n

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

\n

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

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

\n

General Services Section<\/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<\/strong><\/p>\n

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

\n

Military Support Section<\/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

–<\/strong><\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

\n

Integrated Support Service<\/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<\/strong><\/p>\n

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

\n

Air Safety Unit<\/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<\/strong><\/p>\n

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

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

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

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

1<\/strong><\/p>\n

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

\n

4<\/strong><\/p>\n

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

\n

2<\/strong><\/p>\n

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

\n

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

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

\n

4<\/strong><\/p>\n

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

\n

15<\/strong><\/p>\n

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

\n

Grand 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

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

1<\/strong><\/p>\n

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

\n

1<\/strong><\/p>\n

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

\n

1<\/strong><\/p>\n

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

\n

4<\/strong><\/p>\n

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

\n

4<\/strong><\/p>\n

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

\n

6<\/strong><\/p>\n

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

\n

4<\/strong><\/p>\n

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

\n

21<\/strong><\/p>\n

22<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

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

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

and related<\/i><\/p>\n

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

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

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

\n

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

\n

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

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

\n

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

Total<\/strong><\/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 Force Commander<\/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

<\/td>\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

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/strong><\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

9<\/strong><\/p>\n

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

\n

Tyre – Force Commander's Office<\/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

<\/td>\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

2<\/p>\n

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

\n

2<\/strong><\/p>\n

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

\n

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

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

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

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

4<\/strong><\/p>\n

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

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

4<\/strong><\/p>\n

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

\n

2<\/strong><\/p>\n

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

\n

11<\/strong><\/p>\n

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

Chief Administrative Office<\/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

<\/td>\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

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/strong><\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

6<\/strong><\/p>\n

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

\n

Civilian Engineering Office<\/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

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

20<\/p>\n

20<\/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

21<\/strong><\/p>\n

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

\n

78<\/p>\n

78<\/p>\n<\/td>\n

\n

101<\/strong><\/p>\n

101<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Personnel Section<\/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

<\/td>\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

–<\/p>\n

–<\/p>\n<\/td>\n

\n

7<\/strong><\/p>\n

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

\n

4<\/p>\n

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

\n

12<\/strong><\/p>\n

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

\n

Communications Section<\/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

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

24<\/p>\n

24<\/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

24<\/strong><\/p>\n

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

\n

31<\/p>\n

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

\n

55<\/strong><\/p>\n

55<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Transport Section<\/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

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

26<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

3<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

29<\/strong><\/p>\n

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

\n

62<\/p>\n

62<\/p>\n<\/td>\n

\n

91<\/strong><\/p>\n

91<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Procurement Section<\/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

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

3<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

9<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

12<\/strong><\/p>\n

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

\n

14<\/p>\n

14<\/p>\n<\/td>\n

\n

29<\/strong><\/p>\n

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

<\/p>\n

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

Beirut – Procurement Section<\/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

<\/td>\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

7<\/p>\n

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

\n

8<\/strong><\/p>\n

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

\n

Electronic Data-processing Section<\/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

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

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

\n

6<\/p>\n

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

\n

8<\/strong><\/p>\n

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

\n

Finance Section<\/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

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

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

8<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

8<\/strong><\/p>\n

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

\n

9<\/p>\n

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

\n

18<\/strong><\/p>\n

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

\n

General Services Section<\/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

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

6<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

9<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

15<\/strong><\/p>\n

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

\n

45<\/p>\n

45<\/p>\n<\/td>\n

\n

61<\/strong><\/p>\n

61<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Military Support Section<\/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

<\/td>\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

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/strong><\/p>\n

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

\n

86<\/p>\n

86<\/p>\n<\/td>\n

\n

88<\/strong><\/p>\n

88<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Integrated Support Service<\/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

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

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

\n

Air Safety Unit<\/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

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

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

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

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

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

80<\/strong><\/p>\n

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

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

41<\/strong><\/p>\n

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

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

121<\/strong><\/p>\n

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

\n

342<\/strong><\/p>\n

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

\n

478<\/strong><\/p>\n

480<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

Grand 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

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

80<\/strong><\/p>\n

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

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

45<\/strong><\/p>\n

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

\n

–<\/strong><\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n

125<\/strong><\/p>\n

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

\n

344<\/strong><\/p>\n

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

\n

490<\/strong><\/p>\n

491<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

<\/p>\n

\n

24. \t<\/span>The total cost of maintaining UNIFIL for the period from 1 July 1999 to 30 June 2000 is estimated at $140,044,200 gross ($136,014,800 net), inclusive of a $135,000 budgeted voluntary contribution. Some 58.7 per cent of those amounts is based on standard costs contained in the standard ratio\/cost manual, while the remaining 41.3 per cent covers mission-specific requirements and other items that may vary from the standards. These mission-specific requirements and variations cover 42 items, of which no standard cost exists for 32 items. Mission-specific requirements, including those costs that deviate from standard cost parameters, are described in annex II.A.<\/p><\/div>\n

<\/p>\n

\n

25. \t<\/span>The proposed cost estimates are presented in annex I and represent a 3.1 per cent increase ($4,212,300), in gross terms, over the previous budget, exclusive of provision for the support account for peacekeeping operations. The increase is largely due to an expected increase in rations costs following implementation of a new rations contract effective 1 October 1998; increase in local staff salaries by 2.5 per cent effective 1 March 1998; and increased requirements for the replacement of vehicles, communications equipment, office furniture and equipment, miscellaneous equipment and accommodations equipment owing to the fact that a large portion of UNIFIL vehicles and equipment will reach the end of their economically useful life during the budget period. The increased requirements will be partially offset by a decrease under premises and accommodations as a result of reductions in construction projects and adjustments to estimated requirements under various headings that take account of the Force's past expenditure experience.<\/p><\/div>\n

<\/p>\n

\n

26. \t<\/span>Column 1 of annex I.A 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 the General Assembly in its resolution 52\/237. 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 United Nations Logistics Base at Brindisi. 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 II.C.<\/p><\/div>\n

<\/p>\n

\n

27. \t<\/span>Supplementary information concerning the cost estimates for the period from 1 July 1999 to 30 June 2000 is provided in support of proposals for non-recurrent as well as 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 annexes II.A to C. Annex II.A provides mission-specific recurrent costs. Distribution of resources by budgetary cost parameter: standard\/mission-specific costs is 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

28. \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 training 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 period from 1 July 1998 to 30 June 1999. For UNIFIL, some of the cost of replacing computer hardware and software could be met from within the current approved budget for the period from 1 July 1998 to 30 June 1999. The balance of the requirements is now being requested in the context of the proposed budget for the period from 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

29. \t<\/span>The action to be taken by the General Assembly at its fifty-third session in connection with the financing of UNIFIL is as follows:<\/strong><\/p><\/div>\n

<\/p>\n

\n\t\t\t\t(a) \t<\/span>Appropriation of the amount of $140,044,200 gross ($136,014,800 net) for the 12-month period from 1 July 1999 to 30 June 2000, inclusive of a $135,000 budgeted voluntary contribution;<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(b) \t<\/span>Assessment of the amount of $11,659,100 gross ($11,334,566 net) net of the budgeted voluntary contribution for the period from 1 to 31 July 1999;<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(c) \t<\/span>Assessment of the amount in paragraph 3 (a) at a monthly rate of $11,659,100 gross ($11,334,566 net) net of the budgeted voluntary contribution, should the Security Council decide to continue the mandate of the mission beyond 31 July 1999.<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n

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

\n

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

<\/p>\n

\n

\t<\/span>A.\t<\/span>Summary statement<\/strong><\/p><\/div>\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
<\/td>\n\n

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

1 July 1997-<\/i><\/p>\n

30 June 1998<\/i><\/p>\n<\/td>\n

\n

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

1 July 1998-<\/i><\/p>\n

30 June 1999<\/i><\/p>\n<\/td>\n

\n

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

1 July 1999-30 June 2000<\/i><\/p>\n<\/td>\n<\/tr>\n

\n

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

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

\n

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

ditures <\/i>a<\/u><\/i>\/<\/i><\/p>\n<\/td>\n

\n

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

tionment <\/i>b<\/u><\/i>\/ <\/i>c<\/u><\/i>\/<\/i><\/p>\n<\/td>\n

\n

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

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

\n

Non-recurrent estimates<\/i><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

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

1.<\/p>\n

2.<\/p>\n

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

\n

Military observers<\/p>\n

Military contingents<\/p>\n

Other costs pertaining to military personnel<\/p>\n<\/td>\n

\n

–<\/p>\n

75 334.3<\/p>\n<\/td>\n

\n

–<\/p>\n

77 516.0<\/p>\n<\/td>\n

\n

–<\/p>\n

77 701.0<\/p>\n

<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

(a)<\/p>\n

(b)<\/p>\n

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

\n

Contingent-owned equipment<\/p>\n

Self-sustainment<\/p>\n

Death and disability compensation<\/p>\n<\/td>\n

\n

110.9<\/p>\n

–<\/p>\n

1 000.0<\/p>\n<\/td>\n

\n

18.1<\/p>\n

–<\/p>\n

1 000.0<\/p>\n<\/td>\n

\n

541.0<\/p>\n

–<\/p>\n

1 000.0<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

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

\n

1 110.9<\/strong><\/p>\n<\/td>\n

\n

1 018.1<\/strong><\/p>\n<\/td>\n

\n

1 541.0<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Total, category I<\/strong><\/p>\n<\/td>\n

\n

76 445.2<\/strong><\/p>\n<\/td>\n

\n

78 534 1<\/strong><\/p>\n<\/td>\n

\n

79 242.0<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

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

1.<\/p>\n

2.<\/p>\n

3.<\/p>\n

4.<\/p>\n

5.<\/p>\n

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

\n

Civilian police<\/p>\n

International and local staff<\/p>\n

International contractual personnel<\/p>\n

United Nations Volunteers<\/p>\n

Government-provided personnel<\/p>\n

Civilian electoral observers<\/p>\n<\/td>\n

\n

–<\/p>\n

21 597.9<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

25 623.3<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

26 051.1<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Total, category II<\/strong><\/p>\n<\/td>\n

\n

21 597.9<\/strong><\/p>\n<\/td>\n

\n

25 623.2<\/strong><\/p>\n<\/td>\n

\n

26 051.1<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

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

1.<\/p>\n

2.<\/p>\n

3.<\/p>\n

4<\/p>\n

5.<\/p>\n

6.<\/p>\n

7.<\/p>\n

8.<\/p>\n

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

\n

Premises\/accommodation<\/p>\n

Infrastructure repairs<\/p>\n

Transport operations<\/p>\n

Air operations<\/p>\n

Naval operations<\/p>\n

Communications<\/p>\n

Other equipment<\/p>\n

Supplies and services<\/p>\n

Air and surface freight<\/p>\n<\/td>\n

\n

2 516.3<\/p>\n

–<\/p>\n

8 358.2<\/p>\n

1 095.6<\/p>\n

–<\/p>\n

1 267.4<\/p>\n

2 142.4<\/p>\n

3 220.8<\/p>\n

<\/td>\n

\n

2 941.5<\/p>\n

–<\/p>\n

14 937.1<\/p>\n

1 207.5<\/p>\n

–<\/p>\n

2 016.3<\/p>\n

2.463.4<\/p>\n

3 942.4<\/p>\n

<\/td>\n

\n

2 828.4<\/p>\n

–<\/p>\n

17 660.5<\/p>\n

1 208.9<\/p>\n

–<\/p>\n

2 043.6<\/p>\n

2 817.6<\/p>\n

3 888.4<\/p>\n<\/td>\n

\n

1 291.0<\/p>\n

–<\/p>\n

9 671.6<\/p>\n

–<\/p>\n

–<\/p>\n

1 208.6<\/p>\n

1 698.5<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

(a)<\/p>\n

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

\n

Transport of contingent-owned equipment<\/p>\n

Commercial freight and cartage<\/p>\n<\/td>\n

\n

–<\/p>\n

372.6<\/p>\n<\/td>\n

\n

–<\/p>\n

332.0<\/p>\n<\/td>\n

\n

–<\/p>\n

383.3<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Subtotal, line 9<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

\n

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

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Total, category III<\/strong><\/p>\n<\/td>\n

\n

18 973.3<\/strong><\/p>\n<\/td>\n

\n

27 840.2<\/strong><\/p>\n<\/td>\n

\n

30 830.7<\/strong><\/p>\n<\/td>\n

\n

13 869.7<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

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

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

1.<\/p>\n

2.<\/p>\n

3.<\/p>\n

4.<\/p>\n

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

\n

Election-related supplies and services<\/p>\n

Public information programmes<\/p>\n

Training programmes<\/p>\n

Mine-clearing programmes<\/p>\n

Assistance for disarmament and demobilization<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

2.9<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

26.0<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Total, category IV<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

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

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

\n

United Nations Logistics Base at Brindisi<\/strong><\/p>\n

Support account for peacekeeping operations<\/strong><\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

3 302.6<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

3 831.4<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

3 894.4<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Total, categories I-VII<\/strong><\/p>\n<\/td>\n

\n

120 319.0<\/strong><\/p>\n<\/td>\n

\n

135 831.9<\/strong><\/p>\n<\/td>\n

\n

140 044.2<\/strong><\/p>\n<\/td>\n

\n

13 869.7<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

Income from staff assessment<\/strong><\/p>\n<\/td>\n

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

Staff assessment<\/p>\n

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

\n

(3 302.6)<\/p>\n

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

\n

(3 831.4)<\/p>\n

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

\n

(3 894.4)<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Total, category VIII<\/strong><\/p>\n<\/td>\n

\n

(3 322.6)<\/strong><\/p>\n<\/td>\n

\n

(3 851.4)<\/strong><\/p>\n<\/td>\n

\n

(3 894.4)<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

IX.<\/strong><\/p>\n<\/td>\n

\n

Voluntary contributions (budgeted)<\/strong><\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

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

\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Total, categories VIII-IX<\/strong><\/p>\n<\/td>\n

\n

(3 322.6)<\/p>\n<\/td>\n

\n

(3 851.4)<\/p>\n<\/td>\n

\n

(4 029.4)<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Gross requirements<\/p>\n

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

\n

120 319.0<\/p>\n

116 996.4<\/p>\n<\/td>\n

\n

135 831.9<\/p>\n

131 980.5<\/p>\n<\/td>\n

\n

139 909.2<\/p>\n

136 014.8<\/p>\n<\/td>\n

\n

13 869.7<\/p>\n

13 869.7<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

Voluntary contributions (non-budgeted)<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n

\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

Total resources<\/strong><\/p>\n<\/td>\n

\n

116 996.4<\/strong><\/p>\n<\/td>\n

\n

131 980.5<\/strong><\/p>\n<\/td>\n

\n

136 014.8<\/strong><\/p>\n<\/td>\n

\n

13 869.7<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

a<\/u>\/\t<\/span>As contained in annex I of the performance report (A\/53\/797). Excludes $4,708,300 for the support account for peacekeeping operations.<\/p><\/div>\n

<\/p>\n

\n

b<\/u>\/\t<\/span>General Assembly resolution 52\/237 of 26 June 1998.<\/p><\/div>\n

<\/p>\n

\n

c<\/u>\/\t<\/span>Exclusive of $7,152,660 appropriated for the support account for peacekeeping operations and $1,146,000 which has been absorbed with the overall approved resources as the mission's prorated share in the financing of the United Nations Logistics Base at Brindisi.<\/p><\/div>\n

<\/p>\n

\n

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

\n

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

\n\n\n\n
\n

1 July 1998 to 30 June 1999\t<\/span><\/p>\n<\/td>\n

\n

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

\n

$135,831,900<\/p>\n<\/td>\n

\n

$140,044,200<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n

a<\/u>\/ \t<\/span>Total may not add up to 100 per cent because of rounding.<\/p><\/div>\n

\n

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

<\/p>\n

\n

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

<\/p>\n

\n

Apportionment: $78,534,100; estimate: $79,242,000; variance: $707,900<\/i><\/p><\/div>\n

<\/p>\n

\n

1. \t<\/span>The increase of $707,900 under military personnel costs relates to military contingents ($185,000) and contingent-owned equipment ($552,900).<\/p><\/div>\n

\n

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

\n

2.\t<\/span>The increase of $185,000 under this heading is due to additional requirements for rotation costs as a result of replacement of the Norwegian battalion by the Indian battalion. The cost of travel between UNIFIL and India is higher than the cost of travel between UNIFIL and Norway.<\/p><\/div>\n

\n

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

\n

3.\t<\/span>The estimate includes first-time provision for the wet-lease costs of crew-served weapons assumed to be leased by the United Nations during the budget period in accordance with the new procedures for determining reimbursement to Member States for contingent-owned equipment ($159,504). The estimate also includes provision for reimbursement of the equipment provided for 30 patrol dogs ($28,800), as well as ammunition requirements for operational use and zeroing-in and testing of heavy contingent-owned weapons (352,748).<\/p><\/div>\n

<\/p>\n

\n

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

\n

Apportionment: $25,623,300; estimates: $26,051,100; variance: $427,800<\/i><\/p><\/div>\n

<\/p>\n

\n

4.\t<\/span>The increase of $427,800 under this heading relates to an increase in international and local staff costs.<\/p><\/div>\n

\n

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

\n

5.\t<\/span>Salaries and common staff costs of internationally recruited staff are estimated 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. The calculations are based on a total of 491 posts (147 international and 344 local), including the proposed establishment of one additional Professional post (P-3) and upgrading of two Professional posts from P-2 to P-3. The estimate of salaries and common staff costs for international staff incorporates a 5 per cent vacancy factor.<\/p><\/div>\n

<\/p>\n

\n

6.\t<\/span>Local staff salaries reflect an increase of 2.5 per cent effective 1 March 1998 based on the results of a salary survey conducted by the United Nations Development Programme. The estimates for the 344 local staff posts were based on level 4, step 5 of the salary scales. No vacancy factor has been applied.<\/p><\/div>\n

<\/p>\n

\n

7.\t<\/span>The estimate under this heading provides $114,300 for other travel costs and will finance two official trips by the Force Commander to United Nations Headquarters and within the mission area ($13,265); travel to United Nations Headquarters, Lebanon and Israel by the Senior Adviser ($9,611); travel to United Nations Headquarters and Beirut by the Chief Administrative Officer ($11,092); official travel of staff within the mission area ($45,100); travel by other staff for short courses\/training ($9,000); one trip by two headquarters personnel for mission assessment for three and one half days ($2,572); one trip by the mission's aviation specialist to the International Civil Aviation Organization in Montreal, Canada, for a training course for 10 days ($4,470), and the travel of two internal auditors to the mission area for 21 days ($9,200). Provision is also made for the travel of two staff members from the Field Administration and Logistics Division of the Department of Peacekeeping Operations to provide training on new contingent-owned equipment procedures for 14 days ($10,144).<\/p><\/div>\n

<\/p>\n

\n

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

\n

Apportionment: $27,840,200; estimates: $30,830,700; variance: $2,990,500<\/i><\/p><\/div>\n

<\/p>\n

\n

8.\t<\/span>The estimate of $30,830,700 includes non-recurrent cost requirements, which amount to $13,869,667.<\/p><\/div>\n

<\/p>\n

\n

9.\t<\/span>The increase of $2,990,500 under this heading is attributable to an increase of $3,157,600 in transport operations ($2,723,400), air operations ($1,400), communications ($27,300), other equipment ($354,200) and air and surface freight ($51,300), offset by a decrease of $167,100 in premises and accommodations ($113,100) and supplies and services ($54,000).<\/p><\/div>\n

<\/p>\n

\n

10.\t<\/span>The lower level of requirements under premises and accommodation is due primarily to lower projected requirements for building projects anticipated in the programme under construction and prefabricated buildings and taking into account the Force<\/span>=<\/span>s prior expenditure experience. The estimates under premises and accommodation also take into account the amount of $135,000 to be reimbursed by the Government of Lebanon for the rental charges related to UNIFIL house in Beirut, which is treated as a budgeted voluntary contribution.<\/span><\/p><\/div>\n

\n

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

\n

11.\t<\/span>The budget includes a non-recurrent provision of $9,671,630 for the replacement of 415 vehicles ($9,448,630) and workshop equipment ($223,000). The proposed replacement of vehicles is based on established replacement policy for general purpose vehicles, that is 5 years or 120,000 kilometres; and for heavy trucks and buses, 8 years or 135,000 kilometres and 10 years or 250,000 kilometres, respectively. The detailed breakdown for the replacement of 415 vehicles is shown in annex III.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 cost experience for UNIFIL vehicles in the total amount of $5,250,400 for spare parts, repairs and maintenance of 1,083 vehicles at the rates of $169 per vehicle per month for 637 civilian pattern vehicles and $739 per month for 446 military pattern vehicles.<\/p><\/div>\n

<\/p>\n

\n

13.\t<\/span>Requirements for petrol, oil and lubricants ($2,245,000) have been determined based on actual monthly consumption statistics during the 1997\/98 financial period, as detailed in annex II.A.<\/p><\/div>\n

<\/p>\n

\n

14.\t<\/span>The provision for vehicle insurance ($493,500) covers the cost of third-party liability insurance carried by the Force for its fleet of vehicles at the rate of $490 per vehicle for 928 general purpose vehicles; $350 each for 105 armoured personnel carriers; and $46 each for 50 items of mobile equipment. Compared with the 1998-1999 apportionment ($852,800) for this purpose, the 1999-2000 requirements are substantially lower owing to a renegotiation of the worldwide policy rate for insurance of the UNIFIL vehicle fleet, effective 1 October 1998.<\/p><\/div>\n

\n

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

\n

15.\t<\/span>The increased provision of $354,200 under this heading is attributable to the non-recurrent requirements of $1,698,500 to replace equipment as detailed in annex II.C. The equipment includes office equipment (binding equipment, fax machines, money counting machines and paper shredders), data-processing equipment to ensure year-2000 compliance, office furniture and equipment, observation equipment (day and night vision devices, searchlights), medical and dental equipment, accommodation equipment and miscellaneous equipment (fire-fighting equipment, hand-held mine detectors and heaters).<\/p><\/div>\n

\n

Commercial freight and cartage<\/strong><\/p><\/div>\n

\n

16.\t<\/span>This estimate provides for the cost of shipping and handling of supplies and equipment for which no provision has been made elsewhere. The provision includes commercial freight costs ($142,000), Beirut Port Authority charges ($31,000), customs clearing and freight forwarding services for UNIFIL shipments through Beirut harbor ($124,000), rental of civilian transport ($10,000), freight costs for items from United Nations Headquarters to the mission area ($60,000) and shipment charges for uniforms, flags and decals from the United Nations Logistics Base at Brindisi to UNIFIL ($16,300).<\/p><\/div>\n

<\/p>\n

\n

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

<\/p>\n

\n

Apportionment: $2,900; estimates:$26,000; variance: $23,100<\/i><\/p><\/div>\n

<\/p>\n

\n

Training programmes<\/strong><\/p><\/div>\n

\n

17.\t<\/span>The estimate under this heading provides for basic management and supervision training for selected Professional and Field Service staff in UNIFIL ($22,170), as well as for factory training for UNIFIL communications technicians for the upgrading of the whole analog UHF\/Microwave network to a digital system ($4,000).<\/p><\/div>\n

<\/p>\n

\n

Staff assessment<\/strong><\/p><\/div>\n

<\/p>\n

\n

Apportionment: $3,831,400; estimate: $3,894,400; variance: $63,000<\/i><\/p><\/div>\n

<\/p>\n

\n

18.\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 the staff regulations of the United Nations. Staff assessment for 147 internationally recruited staff is estimated on the basis of the 1999 standard cost rates for New York, while staff assessment for the 344 local staff is estimated by using the scale currently applicable in the mission area.<\/p><\/div>\n

<\/p>\n

\n

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

\n

Apportionment: ($3,831,400); estimate: ($3,894,400); variance: ($63,000)<\/i><\/p><\/div>\n

<\/p>\n

\n

19.\t<\/span>The staff assessment requirements provided for under category 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 UNIFIL budget.<\/p><\/div>\n

<\/p>\n

\n

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

\n

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

<\/p>\n

\n

\t<\/span>A.\t<\/span>Standard and mission-specific costs<\/strong><\/p><\/div>\n

\n

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

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

Proposed estimates<\/i><\/p><\/div>\n

<\/td>\n

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

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

\n

Previous<\/i><\/p>\n

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

\n

Average<\/i><\/p>\n

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

\n

Standard<\/i><\/p>\n

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

\n

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

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

\n

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

\n

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

\n

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

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

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

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

Infantry<\/p>\n<\/td>\n

\n

3 438<\/p>\n<\/td>\n

\n

3 438<\/p>\n<\/td>\n

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

Logistic\/support<\/p>\n<\/td>\n

\n

1 075<\/p>\n<\/td>\n

\n

1 075<\/p>\n<\/td>\n

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

(a)\t<\/span>Pay and allowance<\/p>\n<\/td>\n

\n

988<\/p>\n<\/td>\n

<\/td>\n\n

988<\/p>\n<\/td>\n

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

988<\/p>\n<\/td>\n

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

(b)\t<\/span>Specialist allowance<\/p>\n<\/td>\n

\n

291<\/p>\n<\/td>\n

<\/td>\n\n

291<\/p>\n<\/td>\n

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

291<\/p>\n<\/td>\n

\n

10 per cent infantry,<\/p>\n

25 per cent logistics\/support.<\/p>\n<\/td>\n<\/tr>\n

\n

2.\t<\/span>Travel costs for military personnel<\/strong><\/p>\n<\/td>\n

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

Travel to duty station<\/p>\n<\/td>\n

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

Netanya<\/p>\n<\/td>\n

\n

23<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

\n

23<\/p>\n<\/td>\n

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

Nahariya<\/p>\n<\/td>\n

\n

23<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

\n

23<\/p>\n<\/td>\n

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

Duty travel (overnight)<\/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\tIsrael\n\t\t\t\t<\/div>\n<\/td>\n
\n

53<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

\n

53<\/p>\n<\/td>\n

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

67<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

\n

67<\/p>\n<\/td>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tMeal allowances for temporary duty\n\t\t\t\t<\/div>\n<\/td>\n
\n

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

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

\n

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

\n

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

<\/td>\n<\/td>\n<\/tr>\n
\n
\n\t\t\t\tTravel over 10 hours\n\t\t\t\t<\/div>\n<\/td>\n
\n

26.80<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

\n

26.80<\/p>\n<\/td>\n

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

3.\t<\/span>Contingent-owned equipment<\/strong><\/p>\n<\/td>\n

\n

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

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

541 000<\/p>\n

<\/td>\n

\n

See annex I.C for supplementary information.<\/p>\n<\/td>\n<\/tr>\n

\n

4.\t<\/span>Death and disability compensation<\/strong><\/p>\n<\/td>\n

\n

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

<\/td>\n\n

1 800 000<\/p>\n<\/td>\n

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

1000000<\/p>\n

<\/td>\n

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

5.\t<\/span>Welfare<\/strong><\/p>\n<\/td>\n

\n

10.50<\/p>\n<\/td>\n

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

10.50<\/p>\n<\/td>\n

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

14 days for personnel serving 12 months.<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

5.30<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

<\/td>\n\n

2.10<\/p>\n<\/td>\n

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

6.\t<\/span>Rations<\/strong><\/p>\n<\/td>\n

\n

5.50<\/p>\n<\/td>\n

<\/td>\n\n

9.00<\/p>\n<\/td>\n

\n

5.50<\/p>\n<\/td>\n

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

7.\t<\/span>Civilian personnel<\/strong><\/p>\n<\/td>\n

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

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

\n

146<\/p>\n<\/td>\n

\n

140<\/p>\n<\/td>\n

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

5 per cent vacancy factor applied.<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

344<\/p>\n<\/td>\n

\n

344<\/p>\n<\/td>\n

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

Net salary<\/p>\n<\/td>\n

\n

22 258<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

22 814<\/p>\n<\/td>\n

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

Common staff costs<\/p>\n<\/td>\n

\n

8 235<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

8 647<\/p>\n<\/td>\n

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

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

\n

4 266<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

4 479<\/p>\n<\/td>\n

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

8.\t<\/span>Travel costs for civilian personnel<\/strong><\/p>\n<\/td>\n

\n

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

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

–<\/p>\n

<\/td>\n

\n

See annex I.C for supplementary information.<\/p>\n<\/td>\n<\/tr>\n

\n

9.\t<\/span>Rental of premises<\/strong><\/p>\n<\/td>\n

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

Accommodation in Beirut<\/p>\n<\/td>\n

\n

108 400<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

–<\/p>\n<\/td>\n

\n

Budgeted voluntary contribution from the Government of Lebanon ($135,000).<\/p>\n<\/td>\n<\/tr>\n

\n

Military policy accommodation in Israel<\/p>\n<\/td>\n

\n

10 716<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

12 000<\/p>\n<\/td>\n

\n

Based on the actual rate of the rental lease.<\/p>\n<\/td>\n<\/tr>\n

\n

Reporting and evacuation centre<\/p>\n<\/td>\n

\n

12 576<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

12 925<\/p>\n<\/td>\n

\n

Based on the actual rate of the rental lease.<\/p>\n<\/td>\n<\/tr>\n

\n

10.\t<\/span>Utilities<\/strong><\/p>\n<\/td>\n

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

Electricity<\/p>\n<\/td>\n

\n

166 304<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

153 400<\/p>\n

<\/td>\n

\n

1997\/98 spending experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Water<\/p>\n<\/td>\n

\n

27 000<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

31 000<\/p>\n<\/td>\n<\/tr>\n

\n

11.\t<\/span>Vehicles<\/strong><\/p>\n<\/td>\n

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

Civilian pattern<\/p>\n<\/td>\n

\n

637<\/p>\n<\/td>\n

\n

637<\/p>\n<\/td>\n

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

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

\n

341<\/p>\n<\/td>\n

\n

341<\/p>\n<\/td>\n

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

Armoured personnel carriers<\/p>\n<\/td>\n

\n

105<\/p>\n<\/td>\n

\n

105<\/p>\n<\/td>\n

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

12.\t<\/span>Spare parts and repair and maintenance of vehicles<\/strong><\/p>\n<\/td>\n

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

Civilian pattern<\/p>\n<\/td>\n

\n

194<\/p>\n<\/td>\n

<\/td>\n\n

500<\/p>\n<\/td>\n

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

169<\/p>\n<\/td>\n

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

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

\n

642<\/p>\n<\/td>\n

<\/td>\n\n

500<\/p>\n<\/td>\n

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

739<\/p>\n<\/td>\n

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

13.\t<\/span>Petrol, oil and lubricants<\/strong><\/p>\n<\/td>\n

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

Based on 1997\/98 spending experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Petrol <\/span>C<\/span> benzene<\/span><\/p>\n<\/td>\n

\n

110 039 b<\/u>\/<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

109 886<\/p>\n<\/td>\n

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

Diesel fuel (generators)<\/p>\n<\/td>\n

\n

1 254 773 b<\/u>\/<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

1021976<\/p>\n<\/td>\n

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

Diesel fuel (vehicles)<\/p>\n<\/td>\n

\n

537 710 b<\/u>\/<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

711 296<\/p>\n<\/td>\n

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

Oil and lubricants<\/p>\n<\/td>\n

\n

125 196 b<\/u>\/<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

142 400<\/p>\n<\/td>\n

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

Kerosene<\/p>\n<\/td>\n

\n

189 630 b<\/u>\/<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

210 016<\/p>\n<\/td>\n

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

Fuel from Lebanon<\/p>\n<\/td>\n

\n

40 000 b<\/u>\/<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

22 000<\/p>\n<\/td>\n

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

Fuel from the civilian station in Israel<\/p>\n<\/td>\n

\n

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

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

27 852<\/p>\n

<\/td>\n

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

14.\t<\/span>Vehicle insurance<\/strong><\/p>\n<\/td>\n

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

Local insurance rate applied. See annex I.C for supplementary information.<\/p>\n<\/td>\n<\/tr>\n

\n

General purpose<\/p>\n<\/td>\n

\n

829<\/p>\n<\/td>\n

\n

928<\/p>\n<\/td>\n

\n

829<\/p>\n<\/td>\n

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

490<\/p>\n<\/td>\n

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

Armoured personnel carriers<\/p>\n<\/td>\n

\n

400<\/p>\n<\/td>\n

\n

105<\/p>\n<\/td>\n

\n

829<\/p>\n<\/td>\n

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

350<\/p>\n<\/td>\n

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

Mobile equipment<\/p>\n<\/td>\n

\n

829<\/p>\n<\/td>\n

\n

50<\/p>\n<\/td>\n

\n

829<\/p>\n<\/td>\n

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

46<\/p>\n<\/td>\n

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

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

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

Helicopters<\/p>\n<\/td>\n

\n

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

\n

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

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

–<\/p>\n<\/td>\n

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

Hire\/charter costs<\/p>\n<\/td>\n

\n

285 000<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

285 000<\/p>\n<\/td>\n

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

Aviation fuel and lubricants<\/p>\n<\/td>\n

\n

11 375<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

11 325<\/p>\n<\/td>\n

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

Liability and war-risk insurance<\/p>\n<\/td>\n

\n

5 500<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

4 890<\/p>\n<\/td>\n

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

16.\t<\/span>Commercial communications<\/strong><\/p>\n<\/td>\n

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

Telephone<\/p>\n<\/td>\n

\n

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

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

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

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

Commercial telex\/telegram<\/p>\n<\/td>\n

\n

2 000<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

2 000<\/p>\n<\/td>\n

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

Pouch<\/p>\n<\/td>\n

\n

20 240<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

20 240<\/p>\n<\/td>\n

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

Internet connectivity-<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

10 000<\/p>\n<\/td>\n

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

17.\t<\/span>Satellite communications<\/strong><\/p>\n<\/td>\n

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

Transponder global beam<\/p>\n<\/td>\n

\n

120 000<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

120 000<\/p>\n<\/td>\n

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

18.\t<\/span>Miscellaneous services<\/strong><\/p>\n<\/td>\n

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

Audit services<\/p>\n<\/td>\n

\n

84 600<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

96 400<\/p>\n<\/td>\n

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

Contractual services<\/p>\n<\/td>\n

\n

554 800<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

1082000<\/p>\n<\/td>\n

\n

38 local posts moved to this item as recommended by the Advisory Committee on Administration and Budgetary Questions for 1998\/99. Resources for this item approved by the General Assembly for 1998\/99 amount to $988,000.<\/p>\n<\/td>\n<\/tr>\n

\n

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

\n

56 100<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

59 000<\/p>\n<\/td>\n

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

Medical treatment and services<\/p>\n<\/td>\n

\n

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

<\/td>\n\n

60 048<\/p>\n<\/td>\n

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

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

\n

Mission experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Claims and adjustments<\/p>\n<\/td>\n

\n

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

<\/td>\n\n

60 048<\/p>\n<\/td>\n

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

60 000<\/p>\n<\/td>\n

\n

Mission experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Official hospitality<\/p>\n<\/td>\n

\n

1 500<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

2 000<\/p>\n<\/td>\n

\n

Mission experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Miscellaneous other services<\/p>\n<\/td>\n

\n

164 200<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

107 000<\/p>\n<\/td>\n

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

19.\t<\/span>Miscellaneous supplies<\/strong><\/p>\n<\/td>\n

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

Stationery and office supplies<\/p>\n<\/td>\n

\n

212 000<\/p>\n<\/td>\n

<\/td>\n\n

900 720<\/p>\n<\/td>\n

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

200 000<\/p>\n<\/td>\n

\n

Reduction reflects mission experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Medical supplies<\/p>\n<\/td>\n

\n

450 000<\/p>\n<\/td>\n

<\/td>\n\n

1 681 344<\/p>\n<\/td>\n

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

420 000<\/p>\n<\/td>\n

\n

Reduction reflects mission experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Sanitation and cleaning materials<\/p>\n<\/td>\n

\n

161 300<\/p>\n<\/td>\n

<\/td>\n\n

300 240<\/p>\n<\/td>\n

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

240 000<\/p>\n<\/td>\n

\n

Mission experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Subscriptions<\/p>\n<\/td>\n

\n

39 800<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

38 000<\/p>\n<\/td>\n

\n

Mission experience.<\/p>\n<\/td>\n<\/tr>\n

\n

Uniform items, flags and decals<\/p>\n<\/td>\n

\n

569 500<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

450 000<\/p>\n<\/td>\n

\n

Exclusion of items available from the United Nations Logistics Base at Brindisi.<\/p>\n<\/td>\n<\/tr>\n

\n

Field defence stores<\/p>\n<\/td>\n

\n

296 600<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

276 000<\/p>\n<\/td>\n

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

Quartermaster and general stores<\/p>\n<\/td>\n

\n

678 300<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

678 000<\/p>\n<\/td>\n

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

20.\t<\/span>Commercial freight and cartage<\/strong><\/p>\n<\/td>\n

\n

332 000<\/p>\n<\/td>\n

<\/td>\n\n

a<\/u>\/<\/p>\n<\/td>\n

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

383 300<\/p>\n<\/td>\n

\n

See annex I.C for supplementary information.<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

\t<\/span>a<\/u>\/\t<\/span>No standard cost exists for this item.<\/p><\/div>\n

<\/p>\n

\n

\t<\/span>b<\/p><\/div>\n

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

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

\n

Mean cost per 1,000 litres<\/i><\/p>\n<\/td>\n

\n

Consumption (litres)<\/i><\/p>\n<\/td>\n<\/tr>\n

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

Petrol <\/span>C<\/span> benzene 96<\/span><\/p>\n<\/td>\n

\n

184.62<\/p>\n<\/td>\n

\n

595 200<\/p>\n<\/td>\n<\/tr>\n

\n

Diesel fuel (generators)<\/p>\n<\/td>\n

\n

175.11<\/p>\n<\/td>\n

\n

5 836 200<\/p>\n<\/td>\n<\/tr>\n

\n

Diesel fuel (vehicles)<\/p>\n<\/td>\n

\n

175.11<\/p>\n<\/td>\n

\n

4 062 000<\/p>\n<\/td>\n<\/tr>\n

\n

Kerosene<\/p>\n<\/td>\n

\n

166.44<\/p>\n<\/td>\n

\n

1 261 800<\/p>\n<\/td>\n<\/tr>\n

\n

Oil and lubricants ($142,400), fuel from Lebanon ($22,000) and fuel from civilian stations in Israel ($27,852) (statistics derived from previous financial periods).<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n

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

\n

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

\n

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

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

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

inventory<\/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

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

\n

(4)=(2+3)<\/i><\/p>\n

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

\n

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

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

\n

(6)=(4×5)<\/i><\/p>\n

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

\n

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

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

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

\n

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

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

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

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

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

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

\n

Premises\/accommodation<\/p>\n

Rental of premises<\/p>\n

Alteration & renovation of premises<\/p>\n

Maintenance supplies<\/p>\n

Maintenance services<\/p>\n

Utilities<\/p>\n

Construction \/prefabricated buildings<\/p>\n<\/td>\n

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

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Prefabricated accommodations<\/p>\n<\/td>\n

\n

1 538<\/p>\n<\/td>\n

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

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

<\/td>\n\n

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

\n

–<\/p>\n<\/td>\n

\n

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

\n

35 000<\/p>\n<\/td>\n

\n

700 000<\/p>\n<\/td>\n<\/tr>\n

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

Ablution units<\/p>\n<\/td>\n

\n

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

\n

–<\/p>\n<\/td>\n

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

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

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

Kitchen\/dining facilities<\/p>\n<\/td>\n

\n

115<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

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

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

<\/td>\n\n

14<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

14<\/p>\n<\/td>\n

\n

7 000<\/p>\n<\/td>\n

\n

98 000<\/p>\n<\/td>\n<\/tr>\n

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

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

<\/td>\n\n

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

\n

–<\/p>\n<\/td>\n

\n

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

\n

9 000<\/p>\n<\/td>\n

\n

171 000<\/p>\n<\/td>\n<\/tr>\n

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

100-man<\/p>\n<\/td>\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

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

150-man<\/p>\n<\/td>\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

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

Offices<\/p>\n

Hospital<\/p>\n

Storage<\/p>\n

Workshops<\/p>\n

Other Rubb hall<\/p>\n

Construction projects<\/p>\n<\/td>\n

\n

47<\/p>\n

10<\/p>\n

45<\/p>\n

19<\/p>\n

23<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Observation towers\/shelters (watch-tower)<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

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

\n

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

\n

45 000<\/p>\n<\/td>\n

\n

90 000<\/p>\n<\/td>\n<\/tr>\n

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

Replacement of POL underground tanks<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

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

\n

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

\n

12 000<\/p>\n<\/td>\n

\n

72 000<\/p>\n<\/td>\n<\/tr>\n

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

Office replacement at Naquora headquarters<\/p>\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

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

\n

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

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

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

\n

2 056<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

\n

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

<\/td>\n\n

1 291 000<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

2.<\/p>\n

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

\n

Infrastructure repairs<\/p>\n

Transport operations<\/p>\n

Purchase of vehicles<\/p>\n<\/td>\n

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

–<\/p>\n<\/td>\n<\/tr>\n

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

Armoured vehicles<\/p>\n

Bulldozers<\/p>\n

Bus, light<\/p>\n

Bus, medium<\/p>\n

Bus, heavy<\/p>\n

Car, light<\/p>\n

Car, medium\/heavy<\/p>\n

Fork-lift, 5-6 ton (6-15 ton)<\/p>\n

Front-end loader<\/p>\n

Jeep, light 4 x 4<\/p>\n

Jeep, medium 4 x 4<\/p>\n

Truck, ambulance<\/p>\n

Truck, cargo, light<\/p>\n<\/td>\n

\n

107<\/p>\n

6<\/p>\n

53<\/p>\n

22<\/p>\n

9<\/p>\n

49<\/p>\n

9<\/p>\n

25<\/p>\n

8<\/p>\n

282<\/p>\n

48<\/p>\n

23<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

23<\/p>\n

18<\/p>\n

–<\/p>\n

25<\/p>\n

7<\/p>\n

3<\/p>\n

1<\/p>\n

217<\/p>\n

–<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

23<\/p>\n

18<\/p>\n

–<\/p>\n

25<\/p>\n

7<\/p>\n

3<\/p>\n

1<\/p>\n

217<\/p>\n

–<\/p>\n

2<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

17 000<\/p>\n

50 000<\/p>\n

–<\/p>\n

9 000<\/p>\n

23 000<\/p>\n

22 000<\/p>\n

80 000<\/p>\n

14 000<\/p>\n

–<\/p>\n

42 100<\/p>\n

<\/td>\n

\n

–<\/p>\n

–<\/p>\n

391 000<\/p>\n

900 000<\/p>\n

0<\/p>\n

225 000<\/p>\n

161 000<\/p>\n

66 000<\/p>\n

80 000<\/p>\n

3 038 000<\/p>\n

–<\/p>\n

84 200<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

– Single cabin<\/p>\n

– Delivery van<\/p>\n

– Double cabin<\/p>\n

Truck, cargo, medium<\/p>\n

Truck, cargo, heavy<\/p>\n

Truck, cargo, heavy w\/crane<\/p>\n

Truck, compressor<\/p>\n

Truck, crane, heavy<\/p>\n

Truck, dump<\/p>\n

Truck, excavator<\/p>\n

Truck, fuel, heavy<\/p>\n

Truck, fire<\/p>\n

Truck, garbage<\/p>\n

Truck, miscellaneous<\/p>\n

Truck, mobile workshop<\/p>\n

Truck, patrol<\/p>\n

Truck, recovery, heavy<\/p>\n

Truck, refrigerator<\/p>\n

Truck, sewage<\/p>\n

Truck, tractor, heavy<\/p>\n

Truck, water, heavy<\/p>\n

Road grader scraper<\/p>\n

Vibrator roller (road roller)<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

101<\/p>\n

72<\/p>\n

2<\/p>\n

–<\/p>\n

7<\/p>\n

9<\/p>\n

9<\/p>\n

19<\/p>\n

3<\/p>\n

3<\/p>\n

10<\/p>\n

3<\/p>\n

85<\/p>\n

18<\/p>\n

14<\/p>\n

5<\/p>\n

11<\/p>\n

35<\/p>\n

1<\/p>\n

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

\n

–<\/p>\n

11<\/p>\n

5<\/p>\n

16<\/p>\n

15<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

3<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

65<\/p>\n

–<\/p>\n

1<\/p>\n

1<\/p>\n

1<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

11<\/p>\n

5<\/p>\n

16<\/p>\n

15<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

3<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

65<\/p>\n

–<\/p>\n

1<\/p>\n

1<\/p>\n

1<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

15 000<\/p>\n

14 000<\/p>\n

41 000<\/p>\n

65 000<\/p>\n

–<\/p>\n

95 000<\/p>\n

–<\/p>\n

85 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

13 000<\/p>\n

–<\/p>\n

65 000<\/p>\n

80 000<\/p>\n

65 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

165 000<\/p>\n

70 000<\/p>\n

656 0-00<\/p>\n

975 000<\/p>\n

–<\/p>\n

95 000<\/p>\n

–<\/p>\n

255 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

845 000<\/p>\n

–<\/p>\n

65 000<\/p>\n

80 000<\/p>\n

65 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

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

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

8 216 200<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

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

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

1 232 430<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, purchase of vehicles<\/strong><\/p>\n<\/td>\n

\n

1 085<\/strong><\/p>\n<\/td>\n

\n

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

\n

–<\/strong><\/p>\n<\/td>\n

\n

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

<\/td>\n\n

9 448 630<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Rental of vehicles<\/p>\n<\/td>\n

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

–<\/p>\n<\/td>\n<\/tr>\n

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

Workshop equipment<\/p>\n

Spare parts, repairs & maintenance<\/p>\n

Petrol, oil and lubricants<\/p>\n

Vehicle insurance<\/p>\n<\/td>\n

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

223 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

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

\n

1 085<\/strong><\/p>\n<\/td>\n

\n

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

\n

–<\/strong><\/p>\n<\/td>\n

\n

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

<\/td>\n\n

9 671 630<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

4.<\/p>\n

5.<\/p>\n

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

\n

Air operations<\/p>\n

Naval operations<\/p>\n

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

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

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

(a) Complementary communications<\/p>\n

Communications equipment<\/p>\n

VHF equipment<\/p>\n<\/td>\n

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

Mobile radio<\/p>\n

(VHF\/UHF FM trans-<\/p>\n

ceiver, general)<\/p>\n<\/td>\n

\n

966<\/p>\n<\/td>\n

\n

60<\/p>\n<\/td>\n

\n

525<\/p>\n<\/td>\n

\n

585<\/p>\n<\/td>\n

\n

440<\/p>\n<\/td>\n

\n

257 400<\/p>\n<\/td>\n<\/tr>\n

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

Repeater (general)<\/p>\n

Portable radio<\/p>\n

(VHR\/UHF, FM trans-<\/p>\n

ceiver, general)<\/p>\n<\/td>\n

\n

68<\/p>\n

557<\/p>\n<\/td>\n

\n

2<\/p>\n

50<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

50<\/p>\n<\/td>\n

\n

14 000<\/p>\n

400<\/p>\n<\/td>\n

\n

28 000<\/p>\n

20 000<\/p>\n<\/td>\n<\/tr>\n

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

Pager<\/p>\n

Rural telephone links<\/p>\n

Paging encoder<\/p>\n

Beacon transmitter<\/p>\n

Beacon receiver<\/p>\n<\/td>\n

\n

220<\/p>\n

33<\/p>\n

13<\/p>\n

2<\/p>\n

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

\n

40<\/p>\n

3<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

40<\/p>\n

3<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

225<\/p>\n

9 011<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

9 000<\/p>\n

27 033<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

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

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

Army\/navy portable radio, comm type 77<\/p>\n<\/td>\n

\n

727<\/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

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

Army\/navy portable radio, comm type 126<\/p>\n<\/td>\n

\n

72<\/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

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

Army\/navy portable radio, comm type 601<\/p>\n<\/td>\n

\n

16<\/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

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

Army\/navy portable radio, comm type 614<\/p>\n<\/td>\n

\n

20<\/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

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

Army\/navy portable radio, comm type 174<\/p>\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<\/tr>\n

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

Army\/navy portable radio, comm type 176<\/p>\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<\/tr>\n

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

Handheld radios<\/p>\n<\/td>\n

\n

104<\/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

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

HF equipment<\/p>\n<\/td>\n

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

HF radio set, type 174<\/p>\n

HF radio set, type 176<\/p>\n

Transceiver<\/p>\n<\/td>\n

\n

14<\/p>\n

21<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Satellite equipment<\/p>\n<\/td>\n

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

Low noise amplifier<\/p>\n

Satellite earth stations<\/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<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n\n
\n\t\t\t\tFixed\n\t\t\t\t<\/div>\n
\n\t\t\t\tGlobal position system\n\t\t\t\t<\/div>\n
\n\t\t\t\tINMARSAT M\n\t\t\t\t<\/div>\n<\/td>\n
\n

1<\/p>\n

50<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Telephone equipment<\/p>\n<\/td>\n

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

Telephone sets<\/p>\n

Telephone, mil. specifications<\/p>\n<\/td>\n

\n

1 400<\/p>\n

987<\/p>\n<\/td>\n

\n

250<\/p>\n

100<\/p>\n

<\/td>\n

\n

–<\/p>\n

–<\/p>\n

<\/td>\n

\n

250<\/p>\n

100<\/p>\n<\/td>\n

\n

50<\/p>\n

900<\/p>\n<\/td>\n

\n

12 500<\/p>\n

90 000<\/p>\n<\/td>\n<\/tr>\n

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

Telephone, private automatic branch exchange<\/p>\n<\/td>\n

\n

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

\n

–<\/p>\n<\/td>\n

\n

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

\n

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

\n

43 000<\/p>\n<\/td>\n

\n

43 000<\/p>\n<\/td>\n<\/tr>\n

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

Solar power panels<\/p>\n

Switchboard, military specifications<\/p>\n<\/td>\n

\n

54<\/p>\n

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

\n

–<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

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

\n

–<\/p>\n

4 000<\/p>\n<\/td>\n

\n

–<\/p>\n

40 000<\/p>\n<\/td>\n<\/tr>\n

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

Miscellaneous equipment<\/p>\n<\/td>\n

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

Base station VHF<\/p>\n

Compaq desktop 4000<\/p>\n

Digital cylink<\/p>\n

Digital microwave link, 2 Mbps<\/p>\n<\/td>\n

\n

104<\/p>\n

5<\/p>\n

44<\/p>\n

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

\n

–<\/p>\n

2<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

2<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

4 000<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

8 000<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Digital phone link, rural telephone link<\/p>\n<\/td>\n

\n

40<\/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

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

Drop & insert terminal<\/p>\n

Fax switch<\/p>\n

Fax modem<\/p>\n

Master terminal<\/p>\n

Micronet msg. switch<\/p>\n

Multiplex cannels<\/p>\n

Orderwire & alarm unit<\/p>\n

PCSI multiplexor<\/p>\n

Transceiver link, analog<\/p>\n

Transceiver link, digital (microwave link)<\/p>\n<\/td>\n

\n

178<\/p>\n

1<\/p>\n

15<\/p>\n

1<\/p>\n

3<\/p>\n

178<\/p>\n

6<\/p>\n

13<\/p>\n

46<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

14<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

14<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

25 000<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

25 000<\/p>\n

–<\/p>\n

250 000<\/p>\n<\/td>\n<\/tr>\n

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

Uninterrupted power supply 10 kVA stations<\/p>\n<\/td>\n

\n

61<\/p>\n<\/td>\n

\n

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

\n

–<\/p>\n<\/td>\n

\n

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

\n

450<\/p>\n<\/td>\n

\n

4 500<\/p>\n<\/td>\n<\/tr>\n

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

Other military equipment<\/p>\n<\/td>\n

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

Antenna\/antenna tuning unit<\/p>\n<\/td>\n

\n

626<\/p>\n<\/td>\n

\n

40<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

40<\/p>\n<\/td>\n

\n

450<\/p>\n<\/td>\n

\n

18 000<\/p>\n<\/td>\n<\/tr>\n

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

Battery charger<\/p>\n

Handset<\/p>\n

Intercom headset<\/p>\n

Intercom system<\/p>\n

Loudspeaker<\/p>\n

Public address<\/p>\n

Radio frequency amplifier<\/p>\n<\/td>\n

\n

322<\/p>\n

1 300<\/p>\n

420<\/p>\n

119<\/p>\n

150<\/p>\n

32<\/p>\n

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

\n

–<\/p>\n

100<\/p>\n

140<\/p>\n

20<\/p>\n

–<\/p>\n

6<\/p>\n

40<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

100<\/p>\n

140<\/p>\n

20<\/p>\n

–<\/p>\n

6<\/p>\n

40<\/p>\n<\/td>\n

\n

–<\/p>\n

175<\/p>\n

300<\/p>\n

3 000<\/p>\n

–<\/p>\n

410<\/p>\n

1 500<\/p>\n<\/td>\n

\n

–<\/p>\n

17 500<\/p>\n

42 000<\/p>\n

60 000<\/p>\n

–<\/p>\n

2 460<\/p>\n

60 000<\/p>\n<\/td>\n<\/tr>\n

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

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

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

1 014 393<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

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

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

152 159<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, communications equipment<\/strong><\/p>\n<\/td>\n

\n

9 414<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

\n

1 414<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

1 166 552<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

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

Workshop & test equipment<\/p>\n

Commercial communications<\/p>\n<\/td>\n

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

42 000<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

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

\n

Main trunking contract<\/p>\n<\/td>\n

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

–<\/p>\n<\/td>\n<\/tr>\n

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

Total, line 6<\/strong><\/p>\n<\/td>\n

\n

9 414<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

\n

1 414<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

1 208 552<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

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

\n

Other equipment<\/p>\n

Office furniture<\/p>\n<\/td>\n

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

Cabinet, filing, 2-drawer<\/p>\n

Cabinet, filing, 3-drawer<\/p>\n

Cabinet, filing, 4-drawer<\/p>\n

Cabinet, metal, stationery<\/p>\n

Chair, stackable<\/p>\n

Chair, typist<\/p>\n

Chair, various<\/p>\n

Chair, with arms, office<\/p>\n

Chair, without arms<\/p>\n

Desk, computer<\/p>\n

Desk, double pedestal<\/p>\n

Desk, various, office<\/p>\n

Table, coffee<\/p>\n<\/td>\n

\n

75<\/p>\n

78<\/p>\n

377<\/p>\n

88<\/p>\n

1 798<\/p>\n

268<\/p>\n

1 117<\/p>\n

1 355<\/p>\n

1 279<\/p>\n

379<\/p>\n

179<\/p>\n

706<\/p>\n

358<\/p>\n<\/td>\n

\n

11<\/p>\n

15<\/p>\n

36<\/p>\n

24<\/p>\n

50<\/p>\n

60<\/p>\n

50<\/p>\n

40<\/p>\n

40<\/p>\n

30<\/p>\n

70<\/p>\n

16<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

11<\/p>\n

15<\/p>\n

36<\/p>\n

24<\/p>\n

50<\/p>\n

60<\/p>\n

50<\/p>\n

40<\/p>\n

40<\/p>\n

30<\/p>\n

70<\/p>\n

16<\/p>\n

–<\/p>\n<\/td>\n

\n

230<\/p>\n

240<\/p>\n

250<\/p>\n

250<\/p>\n

30<\/p>\n

250<\/p>\n

300<\/p>\n

300<\/p>\n

250<\/p>\n

100<\/p>\n

300<\/p>\n

400<\/p>\n

–<\/p>\n<\/td>\n

\n

2 530<\/p>\n

3 600<\/p>\n

9 000<\/p>\n

6 000<\/p>\n

1 500<\/p>\n

15 000<\/p>\n

15 000<\/p>\n

12 000<\/p>\n

10 000<\/p>\n

3 000<\/p>\n

21 000<\/p>\n

6 400<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, office furniture<\/strong><\/p>\n<\/td>\n

\n

8 057<\/strong><\/p>\n<\/td>\n

\n

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

\n

–<\/strong><\/p>\n<\/td>\n

\n

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

<\/td>\n\n

105 030<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Office equipment<\/p>\n<\/td>\n

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

Binding equipment<\/p>\n

Date terminal<\/p>\n

Date\/time stamp<\/p>\n

Desk calculator<\/p>\n

Fax machine<\/p>\n

Money count machine<\/p>\n

Paper shredder, small<\/p>\n

Photocopy machine, low vol.<\/p>\n

Photocopy machine, high vol., heavy duty<\/p>\n<\/td>\n

\n

2<\/p>\n

22<\/p>\n

15<\/p>\n

185<\/p>\n

70<\/p>\n

2<\/p>\n

45<\/p>\n

129<\/p>\n

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

\n

1<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

1<\/p>\n

8<\/p>\n

12<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

1<\/p>\n

8<\/p>\n

12<\/p>\n

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

\n

2 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

770<\/p>\n

5 000<\/p>\n

700<\/p>\n

1 800<\/p>\n

20 000<\/p>\n<\/td>\n

\n

2 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

7 700<\/p>\n

5 000<\/p>\n

5 600<\/p>\n

21 600<\/p>\n

40 000<\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, office equipment<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

\n

–<\/strong><\/p>\n<\/td>\n

\n

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

<\/td>\n\n

81 900<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Data-processing equipment<\/p>\n<\/td>\n

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

Desktop<\/p>\n

Notebook<\/p>\n

Network medium<\/p>\n<\/td>\n

\n

511<\/p>\n

43<\/p>\n

Coaxial-<\/p>\n

based cable<\/p>\n<\/td>\n

\n

–<\/p>\n

10<\/p>\n

Unshielded twisted pairs (UTP) cable<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

10<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

1 900<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

19 000<\/p>\n

92 400<\/p>\n<\/td>\n<\/tr>\n

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

Plotter<\/p>\n

Printer, DeskJet<\/p>\n

Printer, LaserJet<\/p>\n

Scanner<\/p>\n

Server<\/p>\n

Uninterrupted power supply<\/p>\n

Network upgrades<\/p>\n

Billing system<\/p>\n

Telephone system<\/p>\n<\/td>\n

\n

2<\/p>\n

398<\/p>\n

86<\/p>\n

8<\/p>\n

14<\/p>\n

445<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

–<\/p>\n

6<\/p>\n

2-<\/p>\n

1<\/p>\n

1<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

–<\/p>\n

6<\/p>\n

2-<\/p>\n

1<\/p>\n

1<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

1 100<\/p>\n

–<\/p>\n

16 000<\/p>\n

300<\/p>\n

20 000<\/p>\n

5 000<\/p>\n

10 000<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

11 000<\/p>\n

–<\/p>\n

96 000<\/p>\n

6 000<\/p>\n

20 000<\/p>\n

5 000<\/p>\n

20 000<\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, data-processing equipment<\/strong><\/p>\n<\/td>\n

\n

1 507<\/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

269 400<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Generator<\/p>\n<\/td>\n

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

Less than 50 kVA<\/p>\n

50-110 kVA<\/p>\n

More than 110 kVA<\/p>\n<\/td>\n

\n

794<\/p>\n

24<\/p>\n

48<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

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

\n

866<\/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<\/tr>\n

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

Observation equipment<\/p>\n

\n\t\t\t\tBinocular, day vision\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
<\/td>\n<\/td>\n<\/td>\n\n

7×50<\/p>\n

20×120<\/p>\n<\/td>\n

\n

369<\/p>\n

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

\n

–<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

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

\n

–<\/p>\n

6 500<\/p>\n<\/td>\n

\n

–<\/p>\n

65 000<\/p>\n<\/td>\n<\/tr>\n

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

Night vision device<\/p>\n<\/td>\n

<\/td>\n\n

–<\/p>\n<\/td>\n

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

–<\/p>\n<\/td>\n

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

4×3<\/p>\n

6×3<\/p>\n

AN\/PVS 7-B<\/p>\n<\/td>\n

\n

192<\/p>\n

46<\/p>\n

93<\/p>\n<\/td>\n

\n

30<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

3-<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4 550<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

136 500<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Lights<\/p>\n<\/td>\n

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

Maglight<\/p>\n

Searchlight<\/p>\n

Searchlight, vehicle<\/p>\n

Radar<\/p>\n

Scanner, body<\/p>\n<\/td>\n

\n

778<\/p>\n

210<\/p>\n

81<\/p>\n

41<\/p>\n

37<\/p>\n<\/td>\n

\n

50<\/p>\n

20<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

50<\/p>\n

20<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

90<\/p>\n

1 110<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4 500<\/p>\n

22 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

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

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

228 000<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

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

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

34 200<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, observation equipment<\/strong><\/p>\n<\/td>\n

\n

1 950<\/strong><\/p>\n<\/td>\n

\n

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

\n

–<\/strong><\/p>\n<\/td>\n

\n

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

<\/td>\n\n

262 200<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Medical and dental equipment<\/p>\n<\/td>\n

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

Resuscitation\/monitoring equipment<\/p>\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

45 000<\/p>\n<\/td>\n

\n

45 000<\/p>\n<\/td>\n<\/tr>\n

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

Automatic syringe<\/p>\n

Hospital bed<\/p>\n

Negatoscope<\/p>\n

X-ray protective apron<\/p>\n

Trolley stretcher<\/p>\n

Small table autoclave<\/p>\n

Microscope<\/p>\n

Centrifuge<\/p>\n

Examination couch<\/p>\n

Mobile emergency respirator<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

5<\/p>\n

2<\/p>\n

2<\/p>\n

5<\/p>\n

1<\/p>\n

5<\/p>\n

5<\/p>\n

10<\/p>\n

–<\/p>\n<\/td>\n

\n

2<\/p>\n

5<\/p>\n

2<\/p>\n

2<\/p>\n

5<\/p>\n

1<\/p>\n

5<\/p>\n

5<\/p>\n

10<\/p>\n

–<\/p>\n<\/td>\n

\n

750<\/p>\n

700<\/p>\n

500<\/p>\n

500<\/p>\n

5 000<\/p>\n

2 000<\/p>\n

800<\/p>\n

2 500<\/p>\n

500<\/p>\n

–<\/p>\n<\/td>\n

\n

1 500<\/p>\n

3 500<\/p>\n

1 000<\/p>\n

1 000<\/p>\n

25 000<\/p>\n

2 000<\/p>\n

4 000<\/p>\n

12 500<\/p>\n

5 000<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Patient monitor<\/p>\n

Pulse oximeter<\/p>\n

Replacement equipment, small<\/p>\n<\/td>\n

\n

1<\/p>\n

2<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Suction unit<\/p>\n

Wheel chair<\/p>\n

ULM case emergency system<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/p>\n

3<\/p>\n

–<\/p>\n<\/td>\n

\n

4<\/p>\n

3<\/p>\n

–<\/p>\n<\/td>\n

\n

1 000<\/p>\n

500<\/p>\n

–<\/p>\n<\/td>\n

\n

4 000<\/p>\n

1 500<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, medical and dental equipment<\/strong><\/p>\n<\/td>\n

\n

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

\n

–<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

<\/td>\n\n

106 000<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Accommodation equipment<\/p>\n<\/td>\n

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

10-burner range\/double oven<\/p>\n

2-burner gas range\/no oven<\/p>\n

4-burner range + single oven<\/p>\n

6-burner range + single oven<\/p>\n

Baker's oven<\/p>\n

Bain maries<\/p>\n

Can opener, industrial<\/p>\n

Coffee maker<\/p>\n

Container, food<\/p>\n

Convection cook\/hold oven<\/p>\n

Cooker<\/p>\n

Dispenser, cold drinks<\/p>\n

Dispenser, hot drinks<\/p>\n

Dispenser, juice<\/p>\n

Dishwasher, industrial<\/p>\n

Dishwasher, industrial, single tank<\/p>\n<\/td>\n

\n

3<\/p>\n

52<\/p>\n

34<\/p>\n

16<\/p>\n

59<\/p>\n

51<\/p>\n

59<\/p>\n

86<\/p>\n

279<\/p>\n

7<\/p>\n

293<\/p>\n

85<\/p>\n

42<\/p>\n

229<\/p>\n

12<\/p>\n

8<\/p>\n

<\/td>\n

\n

1<\/p>\n

15<\/p>\n

24<\/p>\n

1<\/p>\n

–<\/p>\n

5<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

5<\/p>\n

–<\/p>\n

24<\/p>\n

11<\/p>\n

–<\/p>\n

–<\/p>\n

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

\n

–<\/p>\n

1<\/p>\n

4<\/p>\n

–<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

10<\/p>\n

5<\/p>\n

–<\/p>\n

–<\/p>\n

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

\n

1<\/p>\n

16<\/p>\n

28<\/p>\n

1<\/p>\n

–<\/p>\n

6<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

6<\/p>\n

–<\/p>\n

34<\/p>\n

16<\/p>\n

–<\/p>\n

–<\/p>\n

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

\n

2 500<\/p>\n

400<\/p>\n

1 235<\/p>\n

2 000<\/p>\n

–<\/p>\n

1 500<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

4 000<\/p>\n

–<\/p>\n

370<\/p>\n

100<\/p>\n

–<\/p>\n

–<\/p>\n

700<\/p>\n<\/td>\n

\n

2 500<\/p>\n

6 400<\/p>\n

34 580<\/p>\n

2 000<\/p>\n

–<\/p>\n

9 000<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

24 000<\/p>\n

–<\/p>\n

12 580<\/p>\n

1 600<\/p>\n

–<\/p>\n

–<\/p>\n

3 500<\/p>\n<\/td>\n<\/tr>\n

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

Dishwasher, other<\/p>\n

Fan, ceiling<\/p>\n

Fan, pedestal<\/p>\n

Fan, table<\/p>\n

Food processor, tabletop<\/p>\n

Food water<\/p>\n

Freezer, domestic<\/p>\n

Fryer<\/p>\n

Fryer, deep, fat<\/p>\n

Gas stock pot boiling pan<\/p>\n

Griddle frying pan<\/p>\n

Grill, salamander<\/p>\n

Heater, water<\/p>\n

Ice maker<\/p>\n

Meat mincer, electrical<\/p>\n

Meal slicer, electrical<\/p>\n

Mixer, food<\/p>\n

Oven<\/p>\n

Oven, microwave<\/p>\n

Peeler, potato, industrial<\/p>\n

Refrigerator, over 2,000 1<\/p>\n

Refrigerator, under 200 1<\/p>\n

Refrigerator, over 200 1<\/p>\n

Refrigerator, under 200 1<\/p>\n

Serving unit, refrigerated<\/p>\n

Shelving unit, stainless steel tubular<\/p>\n<\/td>\n

\n

117<\/p>\n

400<\/p>\n

450<\/p>\n

650<\/p>\n

11<\/p>\n

74<\/p>\n

173<\/p>\n

60<\/p>\n

22<\/p>\n

3<\/p>\n

10<\/p>\n

23<\/p>\n

87<\/p>\n

25<\/p>\n

24<\/p>\n

21<\/p>\n

30<\/p>\n

121<\/p>\n

47<\/p>\n

27<\/p>\n

3<\/p>\n

90<\/p>\n

3<\/p>\n

754<\/p>\n

5<\/p>\n

110<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

57<\/p>\n

4<\/p>\n

–<\/p>\n

17<\/p>\n

–<\/p>\n

14<\/p>\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

–<\/p>\n

–<\/p>\n

9<\/p>\n

12<\/p>\n

10<\/p>\n

–<\/p>\n

27<\/p>\n

6<\/p>\n

18<\/p>\n

31<\/p>\n

–<\/p>\n

–<\/p>\n

5<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

1<\/p>\n

–<\/p>\n

4<\/p>\n

–<\/p>\n

1<\/p>\n

1<\/p>\n

–<\/p>\n

2<\/p>\n

–<\/p>\n

–<\/p>\n

2<\/p>\n

2<\/p>\n

1<\/p>\n

–<\/p>\n

4<\/p>\n

1<\/p>\n

7<\/p>\n

10<\/p>\n

–<\/p>\n

–<\/p>\n

5<\/p>\n

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

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

67<\/p>\n

5<\/p>\n

–<\/p>\n

21<\/p>\n

–<\/p>\n

15<\/p>\n

1<\/p>\n

–<\/p>\n

12<\/p>\n

–<\/p>\n

–<\/p>\n

11<\/p>\n

14<\/p>\n

11<\/p>\n

–<\/p>\n

31<\/p>\n

7<\/p>\n

25<\/p>\n

41<\/p>\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

67<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

70<\/p>\n

900<\/p>\n

–<\/p>\n

600<\/p>\n

–<\/p>\n

2 100<\/p>\n

2 500<\/p>\n

–<\/p>\n

1 400<\/p>\n

–<\/p>\n

–<\/p>\n

1 010<\/p>\n

1 010<\/p>\n

4 300<\/p>\n

–<\/p>\n

350<\/p>\n

1 300<\/p>\n

700<\/p>\n

450<\/p>\n

–<\/p>\n

–<\/p>\n

2 000<\/p>\n

500<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

4 690<\/p>\n

4 500<\/p>\n

–<\/p>\n

12 600<\/p>\n

–<\/p>\n

31 500<\/p>\n

2 500<\/p>\n

–<\/p>\n

16 800<\/p>\n

–<\/p>\n

–<\/p>\n

11 110<\/p>\n

14 140<\/p>\n

47 300<\/p>\n

–<\/p>\n

10 850<\/p>\n

9 100<\/p>\n

17 500<\/p>\n

18 450<\/p>\n

–<\/p>\n

–<\/p>\n

20 000<\/p>\n

33 500<\/p>\n<\/td>\n<\/tr>\n

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

Sink<\/p>\n

Stock pot stand<\/p>\n

Stove, kitchen, medium duty<\/p>\n

Tilting brat pan<\/p>\n

Toaster, bread, industrial<\/p>\n

Toaster, bread, other<\/p>\n

Toaster, bread, rotary<\/p>\n

Urn, coffee<\/p>\n

Vacuum cleaner<\/p>\n

Washing machine<\/p>\n

Worktable, kitchen<\/p>\n

Miscellaneous accommodation equipment<\/p>\n<\/td>\n

\n

184<\/p>\n

18<\/p>\n

8<\/p>\n

15<\/p>\n

16<\/p>\n

152<\/p>\n

18<\/p>\n

209<\/p>\n

–<\/p>\n

23<\/p>\n

333<\/p>\n

–<\/p>\n<\/td>\n

\n

8<\/p>\n

–<\/p>\n

–<\/p>\n

10<\/p>\n

–<\/p>\n

–<\/p>\n

7<\/p>\n

–<\/p>\n

5<\/p>\n

6<\/p>\n

14<\/p>\n

–<\/p>\n<\/td>\n

\n

1<\/p>\n

–<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

–<\/p>\n

1<\/p>\n

–<\/p>\n

2<\/p>\n

1<\/p>\n

3<\/p>\n

–<\/p>\n<\/td>\n

\n

9<\/p>\n

–<\/p>\n

–<\/p>\n

11<\/p>\n

–<\/p>\n

–<\/p>\n

8<\/p>\n

–<\/p>\n

7<\/p>\n

7<\/p>\n

17<\/p>\n

–<\/p>\n<\/td>\n

\n

750<\/p>\n

–<\/p>\n

–<\/p>\n

2 000<\/p>\n

–<\/p>\n

–<\/p>\n

1 100<\/p>\n

–<\/p>\n

250<\/p>\n

600<\/p>\n

400<\/p>\n

–<\/p>\n<\/td>\n

\n

6 750<\/p>\n

–<\/p>\n

–<\/p>\n

22 000<\/p>\n

–<\/p>\n

–<\/p>\n

8 800<\/p>\n

–<\/p>\n

1 750<\/p>\n

4 200<\/p>\n

6 800<\/p>\n

102 600<\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, accommodation equipment<\/strong><\/p>\n<\/td>\n

\n

5 631<\/strong><\/p>\n<\/td>\n

\n

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

\n

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

\n

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

<\/td>\n\n

503 600<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Miscellaneous equipment<\/p>\n<\/td>\n

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

Fire-fighting equipment<\/p>\n<\/td>\n

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

Breathing apparatus<\/p>\n

Carbon dioxide, 5 kg.<\/p>\n

Extinguisher, foam<\/p>\n

Extinguisher, water<\/p>\n

Fire, beater<\/p>\n

Fire, blanket<\/p>\n

Fire, blanket<\/p>\n

Fire, suits<\/p>\n

Fire, pump<\/p>\n

Powder, 2\/3 kg.<\/p>\n

Powder, 1 kg.<\/p>\n

Powder, 12 kg.<\/p>\n

Powder, < 12 kg.<\/p>\n

Powder foam trailer<\/p>\n

RIV airfire truck equip.<\/p>\n

Smoke detector<\/p>\n<\/td>\n

\n

8<\/p>\n

1 498<\/p>\n

1 725<\/p>\n

2 410<\/p>\n

950<\/p>\n

841<\/p>\n

950<\/p>\n

30<\/p>\n

32<\/p>\n

664<\/p>\n

282<\/p>\n

401<\/p>\n

101<\/p>\n

20<\/p>\n

1<\/p>\n

2 168<\/p>\n<\/td>\n

\n

–<\/p>\n

150<\/p>\n

170<\/p>\n

240<\/p>\n

100<\/p>\n

80<\/p>\n

100<\/p>\n

3<\/p>\n

7<\/p>\n

70<\/p>\n

30<\/p>\n

40<\/p>\n

10<\/p>\n

5<\/p>\n

1<\/p>\n

500<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

150<\/p>\n

170<\/p>\n

240<\/p>\n

100<\/p>\n

80<\/p>\n

100<\/p>\n

3<\/p>\n

7<\/p>\n

70<\/p>\n

30<\/p>\n

40<\/p>\n

10<\/p>\n

5<\/p>\n

1<\/p>\n

500<\/p>\n<\/td>\n

\n

–<\/p>\n

100<\/p>\n

70<\/p>\n

70<\/p>\n

15<\/p>\n

25<\/p>\n

13<\/p>\n

400<\/p>\n

1 200<\/p>\n

38<\/p>\n

20<\/p>\n

90<\/p>\n

400<\/p>\n

1 500<\/p>\n

1 200<\/p>\n

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

\n

–<\/p>\n

15 000<\/p>\n

11 900<\/p>\n

16 800<\/p>\n

1 500<\/p>\n

2 000<\/p>\n

1 300<\/p>\n

1 200<\/p>\n

8 400<\/p>\n

2 660<\/p>\n

600<\/p>\n

3 600<\/p>\n

4 000<\/p>\n

7 500<\/p>\n

1 200<\/p>\n

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

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

Handheld mine detector<\/p>\n<\/td>\n

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

Rapid demolition detector<\/p>\n

Vallon<\/p>\n

Ferrex<\/p>\n

Ibinger<\/p>\n<\/td>\n

\n

13<\/p>\n

17<\/p>\n

2<\/p>\n

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

\n

–<\/p>\n

6<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

6<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

5 100<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

30 600<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Heater<\/p>\n<\/td>\n

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

Cyprus<\/p>\n

Fujica<\/p>\n

Space heater<\/p>\n

Built-in oil burning room heater<\/p>\n<\/td>\n

\n

30<\/p>\n

1 170<\/p>\n

730<\/p>\n

–<\/p>\n<\/td>\n

\n

5<\/p>\n

150<\/p>\n

120<\/p>\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

200<\/p>\n<\/td>\n

\n

5<\/p>\n

150<\/p>\n

120<\/p>\n

–<\/p>\n<\/td>\n

\n

100<\/p>\n

47<\/p>\n

26<\/p>\n

850<\/p>\n<\/td>\n

\n

500<\/p>\n

7 050<\/p>\n

3 120<\/p>\n

170 000<\/p>\n<\/td>\n<\/tr>\n

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

Helipad equipment
\nSpecialized hand tools<\/p>\n<\/td>\n

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

30 925<\/p>\n

45 500<\/p>\n<\/td>\n<\/tr>\n

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

Subtotal, miscellaneous equipment<\/strong><\/p>\n<\/td>\n

\n

14 049<\/strong><\/p>\n<\/td>\n

\n

1 787<\/strong><\/p>\n<\/td>\n

\n

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

\n

1 987<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

370 355<\/strong><\/p>\n<\/td>\n<\/tr>\n

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

Field defence equipment<\/p>\n

Petrol tank metering equipment<\/p>\n

Refrigeration equipment<\/p>\n

Spare parts, repairs & maintenance<\/p>\n

Water purification equipment<\/p>\n<\/td>\n

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

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Total, line 7<\/strong><\/p>\n<\/td>\n

\n

32 544<\/strong><\/p>\n<\/td>\n

\n

2 837<\/strong><\/p>\n<\/td>\n

\n

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

\n

3 178<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

1 698 485<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n\n

8.<\/p>\n

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

\n

Supplies and services<\/p>\n

Air and surface freight<\/p>\n<\/td>\n

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

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Total, category III<\/strong><\/p>\n<\/td>\n

\n

45 099<\/strong><\/p>\n<\/td>\n

\n

4 192<\/strong><\/p>\n<\/td>\n

\n

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

\n

5 069<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

13 869 667<\/strong><\/p>\n<\/td>\n<\/tr>\n

\n

IV.<\/p>\n

V.<\/p>\n

VI<\/p>\n

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

\n

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

United Nations Logistics Base at Brindisi<\/strong><\/p>\n

Support acct. for peacekeeping operations<\/strong><\/p>\n

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

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

–<\/p>\n

–<\/p>\n

–<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

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

Total, categories I-VII<\/strong><\/p>\n<\/td>\n

\n

45 099<\/strong><\/p>\n<\/td>\n

\n

4 192<\/strong><\/p>\n<\/td>\n

\n

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

\n

5 069<\/strong><\/p>\n<\/td>\n

<\/td>\n\n

13 869 667<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/table>\n

\n

\t<\/span>D.\t<\/span>Job descriptions<\/strong><\/p><\/div>\n

\n

\t\t<\/span>New international staff posts<\/strong><\/p><\/div>\n

\n

\t<\/span>1.\t<\/span>Staff Counsellor and Welfare Officer (one post), P-3<\/strong><\/p><\/div>\n

\n

Under the supervision of the Chief of Civilian Personnel, the incumbent will provide counselling to facilitate adjustment to mission (including stress management and coping skills); promote positive use of discretionary time by creating recreational programmes; provide fact sheets and briefing sessions to assist personnel to function effectively in the specific area; provide orientation\/integration to mission programmes for all newly arrived\/recruited civilian mission personnel; and establish a mission debriefing programme.<\/p><\/div>\n

<\/p>\n

\n

Detailed functions include the following:<\/p><\/div>\n

<\/p>\n

\n

(a)  Provides an orientation and integration to mission training programme for all newly arrived United Nations staff members and, where applicable, for their families;<\/p><\/div>\n

<\/p>\n

\n

(b)  Provides fact sheets and briefing sessions to assist United Nations staff members (families) to function effectively in the specific duty station cultural environment;<\/p><\/div>\n

<\/p>\n

\n

(c)  Provides mission staff with private or group counselling where necessary;<\/p><\/div>\n

<\/p>\n

\n

(d)  Provides information and develops skills to facilitate responses and adjustments to emergencies;<\/p><\/div>\n

<\/p>\n

\n

(e)  Provides stress management and coping skills development training;<\/p><\/div>\n

<\/p>\n

\n

(f)  Debriefs and provides support to staff who experience a traumatic event;<\/p><\/div>\n

<\/p>\n

\n

(g)  Promotes the positive use of discretionary time by creating programmes (e.g., book\/video library, sporting and exercise centre\/events) to challenge and channel maladaptive behaviour caused by isolation, alienation, loneliness and substance abuse;<\/p><\/div>\n

<\/p>\n

\n

(h)  Establishes an education and training programme to provide information and support against alcohol and drug abuse;<\/p><\/div>\n

<\/p>\n

\n

(i)  Establishes a confidential information and communications link between the mission and Headquarters;<\/p><\/div>\n

<\/p>\n

\n

(j)  Develops a staff member achievement and awards recognition programme;<\/p><\/div>\n

<\/p>\n

\n

(k)  Establishes a post-mission debriefing programme which would include preparation for re-entry and reverse cultural shock;<\/p><\/div>\n

<\/p>\n

\n

(l)  Advises the Chief Administrative Officer and Chief Personnel Officer on staff morale on a regular basis;<\/p><\/div>\n

<\/p>\n

\n

(m)  Performs other duties assigned by the supervisor.<\/p><\/div>\n

<\/p>\n

\n

\t\t<\/span>Reclassification of international staff posts<\/strong><\/p><\/div>\n

\n

\t<\/span>2.\t<\/span>Chief, Electronic Data Processing Unit (one post), upgrade from P-2 to P-3<\/strong><\/p><\/div>\n

\n

Under the supervision of the Chief Administrative Officer, the incumbent is responsible for the management of computer services at UNIFIL, including all administrative, operational and computerization aspects of office automation and electronic data processing.<\/p><\/div>\n

<\/p>\n

\n

Detailed functions include the following:<\/p><\/div>\n

<\/p>\n

\n

(a)  Develops overall automation strategy in the mission area through planning, systems analysis, design and programming;<\/p><\/div>\n

<\/p>\n

\n

(b)  Assesses priorities and develops implementation schedules;<\/p><\/div>\n

<\/p>\n

\n

(c)  Coordinates with the mission section heads and the Field Administration and Logistics Division in New York regarding automation plans and implementation of policies, supply of computer equipment and software and implementation of required standardization for the mission;<\/p><\/div>\n

<\/p>\n

\n

(d)  Controls installation of computer equipment, local area and wide area networks in UNIFIL and manages software applications with regard to system support and maintenance;<\/p><\/div>\n

<\/p>\n

\n

(e)  Is responsible for planning, systems analysis, design and implementation of electronic data-processing projects;<\/p><\/div>\n

<\/p>\n

\n

(f)  Authorizes electronic data-processing purchases and allocations;<\/p><\/div>\n

<\/p>\n

\n

(g)  Organizes computer training, demonstrations and seminars on computer equipment and software applications;<\/p><\/div>\n

<\/p>\n

\n

(h)  Prepares specifications and analyses requirements for modification and integration of existing computer applications;<\/p><\/div>\n

<\/p>\n

\n

(i)  Supervises and provides guidance to electronic data-processing staff, prepares job descriptions and annual evaluations of performance, supported by periodic reviews.<\/p><\/div>\n

\n

\t<\/span>3.\t<\/span>Contracts Officer (one post), upgrade from P-2 to P-3<\/strong><\/p><\/div>\n

\n

Under the supervision of the Chief Contracts Officer, the incumbent is responsible for the preparation and administration of construction, maintenance, service and supply contracts in accordance with the Financial Regulations and Rules of the United Nations and procurement procedures.<\/p><\/div>\n

<\/p>\n

\n

Detailed functions include the following:<\/p><\/div>\n

<\/p>\n

\n

(a)  Initiates the contractual process by:<\/p><\/div>\n

<\/p>\n

\n\t\t\t\t(i)  Reviewing requisitions for contractual services in close cooperation with substantive offices;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(ii)  Identifying contractors who can provide the services required;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(iii)  Preparing invitations to bid;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(iv)  Evaluating offers in cooperation with technical officers concerned;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(v)  Negotiating\/clarifying issues with bidders;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(vi)  Preparing submissions to the local committee on contracts for contracts of values between $5,000 and $50,000 ($20,000 for non-expendable equipment) and to the Headquarters Committee on Contracts for values above $50,000 ($20,000 for non-expendable equipment);\n\t\t\t\t<\/div>\n

<\/p>\n

\n

(b)  Continues the contractual process by:<\/p><\/div>\n

<\/p>\n

\n\t\t\t\t(i)  Drafting contracts;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(ii)  Drafting statements of award;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(iii)  Securing financial approval and contractual signatures;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(iv)  Remitting contracts to the contractors and obtaining performance bonds and bank guarantees from them;\n\t\t\t\t<\/div>\n

<\/p>\n

\n

(c)  Completes the contractual process by:<\/p><\/div>\n

<\/p>\n

\n\t\t\t\t(i)  Monitoring the meeting of contractual deadlines and schedules by following up on work progress;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(ii)  Personally confirming performance by contractors;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(iii)  Obtaining receipt and inspection reports and certification for completed work from technical officers;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(iv)  Checking and approving contractors' invoices for payment;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(v)  Releasing performance bonds and bank guarantees;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(vi)  Initiating action (legal) for non-compliance with contractual terms;\n\t\t\t\t<\/div>\n

<\/p>\n

\n

(d)  Supports the contractual process by:<\/p><\/div>\n

<\/p>\n

\n\t\t\t\t(i)  Keeping in written and oral contact with contractors;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(ii)  Evaluating contractors' performances in writing and discussing such performances with the technical officers concerned;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(iii)  Ensuring maintenance of a proper filing system for contracts.\n\t\t\t\t<\/div>\n

<\/p>\n

\n

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

\n

\t\t<\/span>Organizational chart<\/strong><\/p><\/div>\n

\n\t\t\t\t<\/div>\n","protected":false},"excerpt":{"rendered":"

Financing of the United Nations Interim Force in Lebanon Report of the Secretary-General 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 Interim Force in Lebanon (UNIFIL), which amounts to $140,044,200 gross ($136,014,800 net), inclusive of a $135,000 […]<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"template":"","meta":{"footnotes":""},"country":[],"document-category":[1323],"document-source":[1365,5352,1949],"committee-meeting":[],"document-subject":[1929],"entity":[1729],"document-language":[6542],"class_list":["post-177294","document","type-document","status-publish","hentry","document-category-report","document-source-general-assembly","document-source-secretary-general","document-source-united-nations-interim-force-in-lebanon-unifil","document-subject-peacekeeping","entity-united-nations-system","document-language-english"],"_links":{"self":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document\/177294","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\/177294\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/media?parent=177294"}],"wp:term":[{"taxonomy":"country","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/country?post=177294"},{"taxonomy":"document-category","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-category?post=177294"},{"taxonomy":"document-source","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-source?post=177294"},{"taxonomy":"committee-meeting","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/committee-meeting?post=177294"},{"taxonomy":"document-subject","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-subject?post=177294"},{"taxonomy":"entity","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/entity?post=177294"},{"taxonomy":"document-language","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-language?post=177294"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}