{"id":181087,"date":"2000-02-01T00:00:00","date_gmt":"2019-03-11T21:08:03","guid":{"rendered":"https:\/\/www.un.org\/unispal\/?p=181087"},"modified":"2019-03-11T21:08:03","modified_gmt":"2019-03-11T21:08:03","slug":"auto-insert-181087","status":"publish","type":"document","link":"https:\/\/www.un.org\/unispal\/document\/auto-insert-181087\/","title":{"rendered":"UNDOF – Financing – SecGen report"},"content":{"rendered":"
\n
\n

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

\n

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

\n

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

<\/p>\n

\n

The present report contains the proposed budget for the 12-month period from 1 July 2000 to 30 June 2001 for the maintenance of the United Nations Disengagement Observer Force (UNDOF), which amounts to $34,946,700 gross ($34,195,300 net).<\/p><\/div>\n

<\/p>\n

\n

Of the total budget, some 54 per cent of resources relate to military personnel costs. Civilian personnel costs account for 15 per cent of the budget, operational costs reflect 29 per cent of the budget, while staff assessment comprises 2 per cent of the total.<\/p><\/div>\n

<\/p>\n

\n

The actions to be taken by the General Assembly are set out in paragraph 3 of the present report.<\/p><\/div>\n

<\/p>\n

\n

Contents<\/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

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

<\/td>\n\n

\t<\/span>Para-<\/i><\/p>\n

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

\n

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

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

I.  Overview <\/p>\n<\/td>\n

\n

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

\n

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

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

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

\n

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

\n

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

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

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

\n

\t<\/span>6-17<\/p>\n<\/td>\n

\n

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

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

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

\n

\t<\/span>18<\/p>\n<\/td>\n

\n

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

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

V. Voluntary contributions and trust funds\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tA. Voluntary contributions\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n\n

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

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tB. Trust funds\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n\n

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

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

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

\n

\t<\/span>19-20<\/p>\n<\/td>\n

\n

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

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tA. Current troop-contributors\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
\n

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

\n

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

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tB. Status of reimbursement\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
\n

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

\n

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

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

VII. Contingent-owned equipment and self-sustainment<\/p>\n<\/td>\n

\n

 21-25<\/p>\n<\/td>\n

\n

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

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tA. Method of reimbursement\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
\n

\t<\/span>21<\/p>\n<\/td>\n

\n

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

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tB. Requirements\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
\n

\t<\/span>22-25<\/p>\n<\/td>\n

\n

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

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

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

\n

\t<\/span>26-29<\/p>\n<\/td>\n

\n

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

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

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

\n

\t<\/span>26-29<\/p>\n<\/td>\n

\n

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

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

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

\n

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

\n

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

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

IX. Other issues\t<\/span><\/p>\n<\/td>\n

\n

\t<\/span>30-34<\/p>\n<\/td>\n

\n

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

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

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

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

I. Cost estimates for the period from 1 July 2000 to 30 June 2001\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

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

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

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

<\/td>\n\n

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

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

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

<\/td>\n\n

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

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

II. Cost estimates for the period from 1 July 2000 to 30 June 2001: analysis\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tA. Standard and mission-specific costs\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n\n

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

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

\t<\/span>22<\/p>\n<\/td>\n

<\/td>\n<\/tr>\n
<\/td>\n\n
\n\t\t\t\tC. Non-recurrent requirements\t<\/span>\n\t\t\t\t<\/div>\n<\/td>\n
<\/td>\n\n

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

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

III. Implementation of previous recommendations of the Advisory Committee on Administrative and Budgetary Questions\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

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

IV. Organization chart\t<\/span><\/p>\n<\/td>\n

<\/td>\n\n

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

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

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

<\/td>\n\n

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

<\/td>\n<\/tr>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\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 2000 to 30 June 2001 for the maintenance of the United Nations Disengagement Observer Force (UNDOF), which amounts to $34,946,700 gross ($34,195,300 net).<\/p><\/div>\n

<\/p>\n

\n

2.\t<\/span>Estimated requirements for the period from 1 July 2000 to 30 June 2001 represent a 5.1 per cent increase ($1,699,200) in total resources (gross) in relation to the apportionment for the current period from 1 July 1999 to 30 June 2000. The proposed increase reflects a 3 per cent increase in civilian personnel costs, a 17.4 per cent increase in operational costs, a 2.5 per cent increase in staff assessment costs and the first-time provision made for the training programme. This increase is partially offset by a 0.2 per cent decrease in military personnel costs.<\/p><\/div>\n

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

<\/p>\n

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

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

<\/p>\n
\n

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

<\/p>\n
\n

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

\n

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

<\/p>\n
\n

2000\/01<\/i><\/p><\/div>\n

\n

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

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

Proposed increase\/(decrease) over 1999\/00<\/i><\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

18 357.1<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

18 746.3<\/p><\/div>\n<\/td>\n

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

(35.2)<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

4 952.2<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

5 158.0<\/p><\/div>\n<\/td>\n

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

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

7 584.2<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

10 240.6<\/p><\/div>\n<\/td>\n

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

1 517.8<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

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

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

31 624.9<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

34 946.7<\/p><\/div>\n<\/td>\n

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

1 699.2<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

\n

Voluntary contributions<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

31 624.9<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

34 946.7<\/strong><\/p><\/div>\n<\/td>\n

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

1 699.2<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

5.1<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n\t\t\t\ta\t<\/span>Information on the distribution of resources by standard and mission-specific costs is contained in annex II.B.\n\t\t\t\t<\/div>\n

<\/p>\n

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

<\/p>\n

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

<\/p>\n

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

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

2000\/01<\/i><\/p><\/div>\n<\/td>\n

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

Increase\/(decrease) over 1999\/00<\/i><\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

\n

–<\/p>\n<\/td>\n

<\/td>\n\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

Military liaison officers<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

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

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

<\/p>\n

National professional staff<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

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

\n\t\t\t\t\t<\/span>a\t<\/span>Represents highest level of authorized strengt<\/span>h.<\/span>\n\t\t\t\t<\/div>\n
\n

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

<\/p>\n

\n

(a)\t<\/span>To appropriate the amount of $34,946,700 gross ($34,195,300 net) for the maintenance of the mission for the 12-month period from 1 July 2000 to 30 June 2001;<\/strong><\/p><\/div>\n

<\/p>\n

\n

(b)\t<\/span>To assess the amount in subparagraph (a) above at a monthly rate of $2,912,225 gross ($2,849,608.33 net), should the Security Council decide to continue the mandate of the mission;<\/strong><\/p><\/div>\n

<\/p>\n

\n

(c)\t<\/span>Pursuant to the provisions of paragraph 13 of General Assembly resolution 53\/226 of 8 June 1999, to credit back to Member States an amount of $4,022,162 during the fifty-fourth session of the General Assembly, representing part of the remaining net surplus balance held in the suspense account for UNDOF.<\/strong><\/p><\/div>\n

<\/p>\n

\n

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

\n\t\t\t\t(Security Council resolution 350 (1974) of 31 May 1974)<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t4.\t<\/span>The Protocol to the Agreement on Disengagement, which was concluded between Israeli and Syrian Forces (S\/11302\/Add.1, annexes I and II), requires UNDOF to use its best efforts to maintain the ceasefire, to see that it is scrupulously observed and to supervise the Agreement and the Protocol thereto with regard to the areas of separation and limitation.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t5.\t<\/span>The current mandate expires on 31 May 2000, in accordance with Security Council resolution 1276 (1999) of 24 November 1999.\n\t\t\t\t<\/div>\n

<\/p>\n

\n

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

\n\t\t\t\t6.\t<\/span>In order to carry out its mandate, UNDOF maintains an area of separation, which is some 80 kilometres long and varies in width between approximately 10 kilometres in the centre to less than one kilometre in the extreme south. The terrain is hilly and is dominated in the north by Mount Hermon, which necessitates the use of special vehicles designed for these types of road and terrain conditions. The highest United Nations position is at an altitude of 2,800 metres. The area of separation is inhabited and is policed by the Syrian authorities. No military forces other than UNDOF are permitted within it.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t7.\t<\/span>UNDOF is entirely deployed within and close to the area of separation, with two base camps, 44 permanently manned positions and 11 observation posts. The headquarters of UNDOF is located at Camp Faouar and an office is maintained at Damascus. In addition, the Force operates patrols by day and night. The Austrian battalion, which includes a Slovak company, is deployed in the northern part of the area of separation, while the Polish battalion is deployed in the southern part. Its base camp is Camp Ziouani. Mine clearance is conducted by both battalions under the operational control of UNDOF headquarters.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t8.\t<\/span>The Canadian and Japanese logistic units, which are based in Camp Ziouani, with a detachment in Camp Faouar, perform the second-line general transport tasks, rotation transport, control and management of goods received by the Force and maintenance of heavy equipment.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t9.\t<\/span>First-line logistic support is internal to the contingents and includes transport of supplies to the positions. Second-line logistic support is provided by the Canadian and Japanese Governments and third-line support is provided through normal supply channels by the United Nations. Damascus International Airport serves as the main airbase of UNDOF, along with Tel Aviv International Airport. The seaports of Lattakia and Haifa are used for sea shipments. Most requirements of the Force are procured locally in the mission area.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t10.\t<\/span>From its various positions and through its patrols, the Force supervises the area of separation and intervenes whenever any military personnel enter or try to operate therein. This is effected by means of permanently manned positions and observation posts, by foot and mobile patrols operating at irregular intervals by day and night on predetermined routes.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t11.\t<\/span>On each side of the area of separation there is one area of limitation with three zones, one 0 to 10 kilometres, one 10 to 20 kilometres and one 20 to 25 kilometres wide. UNDOF inspects these areas every two weeks in order to ascertain that the agreed limitations in armaments and forces are being observed.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t12.\t<\/span>With an authorized military strength of 1,037 all ranks and a current civilian component of 123 staff, UNDOF is spread over the length and breadth of its area of operation. Both parties cooperate fully with the Force, and for a number of years there have been no serious incidents.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t13.\t<\/span>The harsh terrain over which the Force operates results in less than normal lifespans for vehicles and other related equipment. One of the continuing priorities of UNDOF is to ensure proper replacement of vehicles, as this is critical to enabling the Force to perform its mandate. It is also essential that adequate stocks of spare parts are kept for the maintenance and repair of the vehicles so that they are all operational.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t14.\t<\/span>Over the years, approximately 600 buildings of various types used by the Force have deteriorated and require repair and upgrading or replacement. As previously, provision has been made in the proposed budget for the period commencing 1 July 2000 for continuation of this programme.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t15.\t<\/span>The continued upgrading and strengthening of the electronic data-processing (EDP) network and capability is another priority for the Force. However, to make maximum use of and to derive maximum benefit from wider use of such technology, is necessary to provide additional staffing for installation and maintenance of the equipment and system.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t16.\t<\/span>Similarly, it is also essential to continue the upgrading of communications equipment and microwave links to ensure adequate and effective communications in the Force.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t17.\t<\/span>A new priority for the mission is to address the environmental consequences of the Force's activities and presence in the area of operations. The Force is taking steps to ensure that its presence does not contribute to further environmental pollution of the area. For this reason, first-time proposals have been included for the purchase of equipment for proper treatment of human waste and disposal of UNDOF garbage.\n\t\t\t\t<\/div>\n

<\/p>\n

\n

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

\n\t\t\t\t\t<\/span>18.\t<\/span>No status-of-forces agreement is in force. However, by a note verbale of 22 February 1976, the Government of the Syrian Arab Republic informed the United Nations that UNDOF would be treated in accordance with the 1946 Convention on the Privileges and Immunities of the United Nations.\n\t\t\t\t<\/div>\n

<\/p>\n

\n

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

\n

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

\n

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

<\/p>\n

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

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

<\/p>\n

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

<\/p>\n

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

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

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

<\/p>\n

Air ambulance servicea<\/p>\n<\/td>\n

<\/p>\n

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

\n\t\t\t\ta\t<\/span>This service was not utilized during the period from 1 January to 31 December 1999.\n\t\t\t\t<\/div>\n

<\/p>\n

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

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

\n

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

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

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

<\/p>\n
\n

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

<\/p>\n
\n

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

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

Trust fund for support activities of UNDOF<\/strong><\/p>\n<\/td>\n

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

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

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

1 February 1998 to 31 January 1999<\/p>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

213 337<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

1 February 1999 to 31 January 2000<\/p>\n<\/td>\n

<\/p>\n
\n

211 611<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

452 505<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

213 337<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

B<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n<\/table>\n

\n

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

<\/p>\n

\n

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

\n\t\t\t\t\t<\/span>19.\t<\/span>The current troop contributors are the Governments of Austria, Canada, Japan, Poland and Slovakia. In the past, troops were also provided to the Force by Finland, the Islamic Republic of Iran and Peru.\n\t\t\t\t<\/div>\n
\n

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

\n\t\t\t\t\t<\/span>20.\t<\/span>Full reimbursement in accordance with the standard rates established by the General Assembly for troop costs has been made to these States through 30 April 1999. An amount of $9,071,716 is due for troop costs for the period ending 31 December 1999.\n\t\t\t\t<\/div>\n
\n

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

\n

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

\n\t\t\t\t\t<\/span>21.\t<\/span>Except for the Government of Japan, no contingent-owned equipment agreements have been signed with any of the troop-contributing Governments of UNDOF. However, for budgeting purposes, wet-lease rates have been applied for two troop-contributing Governments for reimbursement of the contingent-owned equipment for UNDOF.\n\t\t\t\t<\/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\t\t\t\t\t\t<\/span>22.\t<\/span>The requirement for reimbursement of major equipment (seven vehicles) to one contingent amounts to $118,944.\n\t\t\t\t<\/div>\n
\n

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

\n\t\t\t\t\t\t<\/span>23.\t<\/span>The requirement for the maintenance of special equipment (X-ray machine) to one contingent amounts to $11,770.\n\t\t\t\t<\/div>\n
\n

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

\n\t\t\t\t\t\t<\/span>24.\t<\/span>No provision for self-sustainment is included in the cost estimates for the budgetary period.\n\t\t\t\t<\/div>\n
\n

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

\n\t\t\t\t25.\t<\/span>No mission factors have been applied to UNDOF.\n\t\t\t\t<\/div>\n

<\/p>\n

\n

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

\n

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

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

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

<\/p>\n
\n

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

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

National Professional staff<\/strong><\/p>\n<\/td>\n

<\/p>\n
\n

–<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

\n

26.\t<\/span>For the next period from 1 July 2000 to 30 June 2001, it is proposed that the civilian staffing establishment for UNDOF be increased by two posts, from 123 to 125 posts. The two new posts requested are for:<\/p><\/div>\n

<\/p>\n

\n\t\t\t\t(a)\t<\/span>One P-3 level Budget Officer post in Administrative Services;\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t(b)\t<\/span>One General Service post in the Electronic Data Processing Section.\n\t\t\t\t<\/div>\n

<\/p>\n

\n

27.\t<\/span>Currently, UNDOF does not have a dedicated Budget Officer post, and the budgetary functions are being covered by the Chief Finance Officer, who is therefore personally responsible for both financial and accounting matters as well as budget preparation and implementation. The workload burden on the Chief Finance Officer has become onerous. Hence, the request for a new Budget Officer post, which is expected to help the Force administration to improve its budgetary work.<\/p><\/div>\n

<\/p>\n

\n

28.\t<\/span>One new General Service post for an EDP system administrator is required to ensure smooth functioning, coordination and support of the Force's EDP systems and software, in particular, the Reality Procurement System and the Sun Accounting System.<\/p><\/div>\n

<\/p>\n

\n

29.\t<\/span>Following a review of the situation of posts and for operational reasons, it has been concluded that a conversion of General Service staff posts into local staff posts is not possible at this time.<\/p><\/div>\n

\n

B.\t<\/span>Current and proposed staffing<\/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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n<\/td>\n<\/p>\n
\n\t\t\t\tProfessional category and above\n\t\t\t\t<\/div>\n<\/td>\n
<\/p>\n
\n

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

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

Field Ser-<\/p>\n

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

<\/p>\n
\n

General Service and related categories<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

Secu-<\/p><\/div>\n

\n

rity Service<\/p><\/div>\n<\/td>\n

\n
\n

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

<\/p>\n
\n

Lo-<\/p><\/div>\n

\n

cal staff<\/p><\/div>\n<\/td>\n

\n
\n

Professional staff<\/p><\/div>\n<\/td>\n

\n
\n

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

\n
\n

Grand total<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

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

Principal level<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

Other level<\/p><\/div>\n<\/td>\n

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

Substantive Office of Force Commander<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

Total, Substantive Office<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

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

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

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

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

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

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\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

Personnel and Travel<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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–<\/p>\n<\/td>\n

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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–<\/p>\n<\/td>\n

<\/p>\n

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

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–<\/p>\n<\/td>\n

<\/p>\n

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

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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\n

–<\/p><\/div>\n<\/td>\n

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–<\/p>\n<\/td>\n

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–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

Force Construction Engineer<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

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

–<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

Total, Administrative Services<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

125<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n<\/table>\n

\n

IX.\t<\/span>Other issues<\/strong><\/p><\/div>\n

\n

30.\t<\/span>In paragraph 13 of its resolution 53\/226, the General Assembly, based on the recommendation of the Advisory Committee on Administrative and Budgetary Questions (A\/53\/895\/Add.1, para. 14), requested the Secretary-General to credit back to Member States in a phased manner not to exceed three years, the net surplus balance of $13,622,162 held in the suspense account for the Force. During the fifty-third session of the General Assembly, in accordance with paragraphs 9 and 12 of the same resolution, an amount of $5.6 million was credited back to Member States.<\/p><\/div>\n

<\/p>\n

\n

31.\t<\/span>Taking into account the current cash position of UNDOF, the anticipated assessed contributions to be received and the mission's projected monthly cash requirements for the period, the Secretary-General, proposes to credit back to Member States during the fifty-fourth session of the General Assembly an amount of $4,022,162, representing part of the remaining balance held in the suspense account for UNDOF. The remaining balance of $4,000,000 should be credited back to Member States during the fifty-fifth session in 2001, subject to the cash position of the Force at that time.<\/p><\/div>\n

<\/p>\n

\n

32.\t<\/span>In paragraph 7 of resolution 53\/226, the General Assembly also requested the Secretary-General to expedite the process of improving the working conditions of the local staff in the Force, taking into account the difficulties arising from the relocation of Force headquarters from Damascus to Camp Faouar, and to report thereon to the Assembly at its fifty-fourth session.<\/p><\/div>\n

<\/p>\n

\n

33.\t<\/span>The following measures have been taken by the UNDOF administration in response to the request of the General Assembly:<\/p><\/div>\n

<\/p>\n

\n

(a)\t<\/span>Reduced-price menu for local staff: UNDOF has introduced a reduced-price menu of 75 Syrian pounds (equivalent to US$ 1.63) for sandwiches and the salad bar, compared with the standard meal option, which is priced at 130 Syrian pounds (equivalent to US$ 2.83)<\/p><\/div>\n

<\/p>\n

\n

(b)\t<\/span>Provision of a separate break facility for all UNDOF staff, including local staff: an appropriate building has been identified and necessary renovations are being carried out on this building;<\/p><\/div>\n

<\/p>\n

\n

(c)\t<\/span>Currently only some offices are air-conditioned. Action is being taken to air-condition offices for all staff, including local staff;<\/p><\/div>\n

<\/p>\n

\n

(d)\t<\/span>Access to e-mail: UNDOF is in the process of installing Lotus Notes for general use. When installation is completed, all staff members, including local staff, will have internal e-mail access.<\/p><\/div>\n

<\/p>\n

\n

34.\t<\/span>In summary, the UNDOF administration has been conducting a continuing dialogue with the staff representatives on matters related to the improvement of working conditions for civilian personnel, including local staff. That has resulted in a number of issues being addressed. This dialogue will continue with a view to addressing other issues of common concern.<\/p><\/div>\n

<\/p>\n

\n

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

<\/p>\n

\n

Cost estimates for the period from 1 July 2000 to 30 June 2001<\/strong><\/p><\/div>\n

<\/p>\n

\n

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

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

<\/p>\n

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

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

\n

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

\n

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

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

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

\n

1 July 1999<\/i><\/p><\/div>\n

\n

to 30 June 2000<\/i><\/p><\/div>\n<\/td>\n

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

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

<\/p>\n

\n

1 July 2000 to 30 June 2001<\/i><\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

Non-recurrent<\/i><\/p><\/div>\n

\n

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

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

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

<\/p>\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

2.\t<\/span>Military contingents<\/p>\n<\/td>\n

<\/p>\n
\n

17 930.6<\/p><\/div>\n<\/td>\n

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

18 350.8<\/p><\/div>\n<\/td>\n

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

18 315.6<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

3.\t<\/span>Other costs pertaining to military personnel<\/p>\n<\/td>\n

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

(a)\t<\/span>Contingent-owned equipment<\/p>\n<\/td>\n

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

(b)\t<\/span>Self-sustainment<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

(c)\t<\/span>Death and disability compensation<\/p>\n<\/td>\n

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

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

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

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

<\/p>\n
\n

18 357.1<\/strong><\/p><\/div>\n<\/td>\n

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

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

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

18 746.3<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

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

1.\t<\/span>Civilian police<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

2.\t<\/span>International and local staff<\/p>\n<\/td>\n

<\/p>\n
\n

4 952.2<\/p><\/div>\n<\/td>\n

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

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

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

5 158.0<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

3.\t<\/span>United Nations Volunteers<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

4.\t<\/span>Government-provided personnel<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

5.\t<\/span>Civilian electoral observers<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

4 952.2<\/strong><\/p><\/div>\n<\/td>\n

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

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

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

5 158.0<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

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

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

<\/p>\n
\n

1 300.5<\/p><\/div>\n<\/td>\n

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

1 492.9<\/p><\/div>\n<\/td>\n

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

1 523.7<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

3 159.7<\/p><\/div>\n<\/td>\n

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

4 025.7<\/p><\/div>\n<\/td>\n

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

5 820.6<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

4 048.3<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

5.\t<\/span>Naval operations<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

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

7.\t<\/span>Other equipment<\/p>\n<\/td>\n

<\/p>\n
\n

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

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

1 103.0<\/p><\/div>\n<\/td>\n

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

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

<\/p>\n
\n

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

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

8.\t<\/span>Supplies and services<\/p>\n<\/td>\n

<\/p>\n
\n

1 235.1<\/p><\/div>\n<\/td>\n

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

1 315.9<\/p><\/div>\n<\/td>\n

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

1 367.4<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

9.\t<\/span>Air and surface freight<\/p>\n<\/td>\n

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

(a)\t<\/span>Transport of contingent-owned equipment<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

(b)\t<\/span>Commercial freight and cartage<\/p>\n<\/td>\n

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

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

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

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

<\/p>\n
\n

7 584.2<\/strong><\/p><\/div>\n<\/td>\n

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

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

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

10 240.6<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

5 394.0<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

<\/p>\n

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

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

1.\t<\/span>Election-related supplies and services<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

2.\t<\/span>Public information programmes<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

3.\t<\/span>Training programmes<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

4.\t<\/span>Mine-clearing programmes<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

5.\t<\/span>Assistance for disarmament and demobilization<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

–<\/strong><\/p><\/div>\n<\/td>\n

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

–<\/strong><\/p><\/div>\n<\/td>\n

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

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

<\/p>\n
\n

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

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

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

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

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

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

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

Gross requirements, categories I-VII<\/p>\n<\/td>\n

<\/p>\n
\n

31 624.9<\/p><\/div>\n<\/td>\n

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

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

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

34 946.7<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

5 394.0<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

(731.4)<\/p><\/div>\n<\/td>\n

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

(732.9)<\/p><\/div>\n<\/td>\n

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

(751.4)<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

Net requirements, categories I-VIII<\/p>\n<\/td>\n

<\/p>\n
\n

30 893.5<\/p><\/div>\n<\/td>\n

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

32 514.6<\/p><\/div>\n<\/td>\n

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

34 195.3<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

5 394.0<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n
\n

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

<\/p>\n

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

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

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

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n<\/tr>\n

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

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

<\/p>\n
\n

31 624.9<\/strong><\/p><\/div>\n<\/td>\n

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

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

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

34 946.7<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

5 394.0<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n\t\t\t\ta\t<\/span>As contained in annex I of the performance report (A\/54\/707). Excludes US$ 1,756,200 for the support account for peacekeeping operations and $281,400 for the United Nations Logistics Base at Brindisi.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tb\t<\/span>General Assembly resolution 53\/226 of 8 June 1999.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tc\t<\/span>Exclusive of US$ 1,758,908 appropriated for the support account for peacekeeping operations and US$ 344,900 for the financing of the United Nations Logistics Base at Brindisi.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tB.\t<\/span>Distribution of gross requirements by major cost component a b<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\tOFFSET\n\t\t\t\t<\/div>\n

<\/p>\n

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

<\/p>\n

\n\t\t\t\tMilitary personnel<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\tApportionment: $18,781,500; estimates: $18,746,300; variance: ($35,200)<\/i>\n\t\t\t\t<\/div>\n
\n\t\t\t\t1.\t<\/span>The decrease of $35,200 under this heading is due to a reduced requirement under mission subsistence allowance owing to less need for travel by contingent personnel to pick up incoming shipments as a result of the new door-to-door delivery contract entered into.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tCivilian personnel<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\tApportionment: $5,010,300; estimates: $5,158,000; variance: $147,700<\/i>\n\t\t\t\t<\/div>\n
\n\t\t\t\t2.\t<\/span>The increase of $147,700 under this heading relates to international and local staff costs.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tInternational and local staff<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\t3.\t<\/span>Increased salary and common staff costs requirements for international and local staff are attributable to the request for one P-3 and one General Service post (see paras. 26-29 above) and to an increase of 5 per cent in local staff salaries effective 1 March 1999, based on the results of a salary survey conducted by the United Nations Development Programme.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t4.\t<\/span>International staff salaries have been calculated on the basis of the 2000\/2001 standard cost rates for New York, while local staff salaries reflect the scale currently applicable in the mission area. Based on post incumbency experience, no vacancy rate has been applied to the Force's proposed staffing establishment of 125 total posts (38 international and 87 local), including the two new posts requested in paragraph 3 above. The estimate for the 87 local staff members has been based on level 4, step 7, of the local salary scales. No vacancy factor has been applied.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t5.\t<\/span>The estimate of $44,600 under other travel costs is some 50 per cent lower than the provision of $86,800 for the current period, 1 July 1999 to 30 June 2000, and will finance headquarters and UNDOF personnel travel during the next period, as listed in annex II.A.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tOperational requirements<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\tApportionment: $8,722,800; estimates: $10,240,600; variance: $1,517,800<\/i>\n\t\t\t\t<\/div>\n
\n\t\t\t\t6.\t<\/span>The estimate of $10,240,600 includes non-recurrent cost requirements, which amount to $5,394,000.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t7.\t<\/span>The net increase of $1,517,800 under this heading is attributable to additional requirements totalling $1,898,200 under premises\/accommodation ($30,800), transport operations ($1,794,900), supplies and services ($51,500) and air surface freight ($21,000), partially offset by a concomitant total decrease of $380,400 under communications ($143,600) and other equipment ($236,800).\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tPremises\/accommodation<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\t8.\t<\/span>The increase in provision under this heading is a result of the first-time inclusion of $200,000 for the requirements related to the treatment of human waste and disposal of the Force's garbage. It provides for (a) purchase of two garbage incinerators, (b) environmental treatment of human waste, and   (c) environmental engineering textbooks\/publications and training materials, as detailed in annex II.C\n\t\t\t\t<\/div>\n
\n\t\t\t\tTransport operations<\/strong>\n\t\t\t\t<\/div>\n
\n\t\t\t\t9.\t<\/span>The budget includes a non-recurrent provision of $3,950,843 for the replacement of 39 vehicles and for purchase of 50 additional special types of vehicles and transport equipment on the basis of the operational requirements. The proposed replacement of vehicles is based on the established replacement policy for general purpose vehicles, that is, five years or 120,000 kilometres; and for heavy trucks and buses, eight years or 135,000 kilometres and 10 years or 250,000 kilometres. The detailed breakdown of the replacement and additional vehicles to be purchased is shown in annex II.C.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t10.\t<\/span>With regard to vehicle insurance, provision is made for the cost of third-party liability insurance carried by the Force to cover its fleet of motor vehicles at the rate of $490 per vehicle for coverage of 376 vehicles, and at $286 each for 13 armoured personnel carriers in accordance with the worldwide vehicle third-party liability insurance programme.\n\t\t\t\t<\/div>\n
\n\t\t\t\tCommunications<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t11.\t<\/span>Requirements for replacement and acquisition of communications equipment, as detailed in annex II.C ($481,700), are lower than those requested for the current period from 1 July 1999 to 30 June 2000 ($625,300).\n\t\t\t\t<\/div>\n
\n\t\t\t\tOther equipment<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t12.\t<\/span>Similarly, requirements under this heading, as set forth in annex II.C ($866,200), are also lower than those for the current period ($1,103,000).\n\t\t\t\t<\/div>\n
\n\t\t\t\tSupplies and services<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t13.\t<\/span>The increased provision under this heading is a result of the reallocation of contractual services requirements. The cost of hiring eight local contractors ($34,000), currently budgeted under premises\/accommodation, budget line item maintenance supplies, will now be shown under contractual services. Similarly, the cost of other local contractors ($40,000) hired by UNDOF, who are currently budgeted under General Temporary Assistance, will now be shown under contractual services. The consolidated estimate for contractual services also includes a new request for $20,000 for a contract to collect hazardous materials from Camps Ziouani and Faouar.\n\t\t\t\t<\/div>\n
\n\t\t\t\tAir and surface freight<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t14.\t<\/span>An upward adjustment of $21,000 for the funding requirement under this heading takes account of recent actual expenditure experience.\n\t\t\t\t<\/div>\n
\n\t\t\t\tTraining programme<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t15.\t<\/span>The estimate under this heading would provide for training of UNDOF technical staff in the operation and maintenance of communications, electrical and other equipment, including EDP hardware and software such as Lotus Script, Windows 2000, the Reality procurement system and the Sun business system, as detailed in annex II.A.\n\t\t\t\t<\/div>\n
\n\t\t\t\tStaff assessment<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t16.\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 is estimated based on the proposed 38 international posts and 87 local-level posts.
\n<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tIncome from staff assessment<\/strong>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tApportionment: ($732,900); estimates: ($751,400); variance: ($18,500)<\/i>\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\t17.\t<\/span>The staff assessment requirements provided for under expenditure budget line item VII have been credited to this item as income from staff assessment and will be credited to the Tax Equalization Fund established by the General Assembly in its resolution 973 A (X) of 15 December 1955. Member States are given credit in the Fund in proportion to their rates of contribution to the UNDOF budget.\n\t\t\t\t<\/div>\n

<\/p>\n

\n\t\t\t\tAnnex II<\/strong>\n\t\t\t\t<\/div>\n
\n

Cost estimates for the period from 1 July 2000 to 30 June 2001: analysis<\/strong><\/p><\/div>\n

<\/p>\n

\n

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

             Proposed esti-<\/i><\/p>\n

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

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

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

vious<\/i><\/p>\n

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

<\/p>\n

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

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

<\/p>\n

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

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

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

<\/p>\n

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

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

<\/p>\n

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

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

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

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

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

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

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

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

<\/p>\n

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

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

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

<\/p>\n

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

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

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

<\/p>\n

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

<\/p>\n

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

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

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

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

10% infantry, 25% logistics\/support.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n

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

<\/p>\n

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

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

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

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

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

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

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

<\/p>\n

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

<\/p>\n

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

<\/p>\n

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

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

Syrian Arab Republic<\/p>\n<\/td>\n

<\/p>\n

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

<\/p>\n

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

<\/p>\n

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

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

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

<\/p>\n

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

<\/p>\n

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

<\/p>\n

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

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

Force Commander's driver<\/p>\n<\/td>\n

<\/p>\n

18 173<\/p>\n<\/td>\n

<\/p>\n

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

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

18 173<\/p>\n<\/td>\n

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

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

<\/p>\n

130 700<\/p>\n<\/td>\n

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

130 700<\/p>\n<\/td>\n

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

4.\t<\/span>Death and disability<\/strong><\/p>\n<\/td>\n

<\/p>\n

300 000<\/p>\n<\/td>\n

<\/p>\n

400 000<\/p>\n<\/td>\n

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

300 000<\/p>\n<\/td>\n

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

5.\t<\/span>Welfare<\/strong><\/p>\n<\/td>\n

<\/p>\n

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

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

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

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

Leave allowance, 7 days for every 6-month period.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Welfare, other<\/p>\n<\/td>\n

<\/p>\n

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

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

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

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

6.\t<\/span>Rations<\/strong><\/p>\n<\/td>\n

<\/p>\n

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

<\/p>\n

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

<\/p>\n

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

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

Based on current contract price.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

7.\t<\/span>Civilian personnel<\/strong><\/p>\n<\/td>\n

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

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

<\/p>\n

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

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

For supplementary explanation, see annex I.C.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n

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

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

For supplementary explanation, see annex I.C.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

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

<\/p>\n

9 228<\/p>\n<\/td>\n

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

9 479<\/p>\n<\/td>\n

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

Level 4, step 7, at United Nations operational exchange rate, January-July 1999.<\/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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/p>\n

Common staff costs<\/p>\n<\/td>\n

<\/p>\n

3 691<\/p>\n<\/td>\n

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

3 691<\/p>\n<\/td>\n

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

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

<\/p>\n

1 200<\/p>\n<\/td>\n

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

1 232<\/p>\n<\/td>\n

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

8.\t<\/span>Travel costs for civilian personnel<\/strong><\/p>\n<\/td>\n

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

Travel of Force Commander<\/p>\n<\/td>\n

<\/p>\n

6 720<\/p>\n<\/td>\n

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

6 720<\/p>\n<\/td>\n

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

CAO and other personnel to New York<\/p>\n<\/td>\n

<\/p>\n

16 720<\/p>\n<\/td>\n

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

1 720<\/p>\n<\/td>\n

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

Technical staff=s training and travel<\/p>\n<\/td>\n

<\/p>\n

22 725<\/p>\n<\/td>\n

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

Training requirement now shown under training programme.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Mission staff=s travel within mission area<\/p>\n<\/td>\n

<\/p>\n

14 000<\/p>\n<\/td>\n

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

19 945<\/p>\n<\/td>\n

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

Office of Internal Oversight Services<\/p>\n<\/td>\n

<\/p>\n

15 600<\/p>\n<\/td>\n

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

11 000<\/p>\n<\/td>\n

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

COE arrangement<\/p>\n<\/td>\n

<\/p>\n

5 315<\/p>\n<\/td>\n

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

Headquarters air safety officer travel to UNDOF<\/p>\n<\/td>\n

<\/p>\n

5 680<\/p>\n<\/td>\n

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

5 180<\/p>\n<\/td>\n

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

9.\t<\/span>Rental of premises<\/strong><\/p>\n<\/td>\n

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

Ausbatt position 27, Building No. 1<\/p>\n<\/td>\n

<\/p>\n

1 025<\/p>\n<\/td>\n

<\/p>\n

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

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

1 025<\/p>\n<\/td>\n

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

Ausbatt position 27, Building No. 2<\/p>\n<\/td>\n

<\/p>\n

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

<\/p>\n

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

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

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

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

Sewage disposal place<\/p>\n<\/td>\n

<\/p>\n

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

<\/p>\n

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

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

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

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Garbage disposal place<\/p>\n<\/td>\n

<\/p>\n

575<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

575<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Garage in Tiberias<\/p>\n<\/td>\n

<\/p>\n

9 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

9 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Electricity for rented premise at position 27<\/p>\n<\/td>\n

<\/p>\n

6 700<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

6 700<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

10.\t<\/span>Utilities<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Electricity<\/p>\n<\/td>\n

<\/p>\n

431 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

358 000<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on past experience and actual requirement.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Water<\/p>\n<\/td>\n

<\/p>\n

42 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

42 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

11.\t<\/span>Vehicles<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Civilian pattern<\/p>\n<\/td>\n

<\/p>\n

270<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Military pattern<\/p>\n<\/td>\n

<\/p>\n

119<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

12.\t<\/span>Spare parts and repair and maintenance of vehicles<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Civilian pattern<\/p>\n<\/td>\n

<\/p>\n

1 595<\/p>\n<\/td>\n

<\/p>\n

6 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

1 595<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Military pattern<\/p>\n<\/td>\n

<\/p>\n

4 571<\/p>\n<\/td>\n

<\/p>\n

6 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

4 537<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

13.\t<\/span>Petrol, oil and lubricants<\/strong>b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Diesel<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Camp Ziouani<\/p>\n<\/td>\n

<\/p>\n

0.277<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

0.216<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Camp Faouar<\/p>\n<\/td>\n

<\/p>\n

0.154<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

0.146<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Filling stations<\/p>\n<\/td>\n

<\/p>\n

0.319<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

0.319<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Transport workshop<\/p>\n<\/td>\n

<\/p>\n

0.154<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

0.146<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Benzene<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Camp Ziouani<\/p>\n<\/td>\n

<\/p>\n

0.283<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

0.223<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Camp Faouar<\/p>\n<\/td>\n

<\/p>\n

0.510<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

0.446<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Filling stations<\/p>\n<\/td>\n

<\/p>\n

0.345<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

0.354<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

14.\t<\/span>Vehicle insurance<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Primary pattern<\/p>\n<\/td>\n

<\/p>\n

490<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

490<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Worldwide insurance plan.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Armoured personnel carriers<\/p>\n<\/td>\n

<\/p>\n

286<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

286<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Worldwide insurance plan.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

15.\t<\/span>Commercial communications<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Commercial telex\/telegram<\/p>\n<\/td>\n

<\/p>\n

10 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

10 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Pouch<\/p>\n<\/td>\n

<\/p>\n

12 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

14 200<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on actual requirement.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Satellite transponder<\/p>\n<\/td>\n

<\/p>\n

50 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

80 000<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on actual requirement.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Official postbox rental<\/p>\n<\/td>\n

<\/p>\n

5 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

5 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Cost of fees for access to banking data<\/p>\n<\/td>\n

<\/p>\n

800<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

800<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Official telephone calls and line rental in mission area<\/p>\n<\/td>\n

<\/p>\n

15 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

35 500<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Higher requirements resulting from additional cellular phones.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Permanent Internet connectivity<\/p>\n<\/td>\n

<\/p>\n

10 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

16.\t<\/span>Miscellaneous services<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Audit services<\/p>\n<\/td>\n

<\/p>\n

59 900<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

56 700<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Board of Auditors.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Contractual services<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

For supplementary explanation, see annex I.C.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Barbering services<\/p>\n<\/td>\n

<\/p>\n

15 684<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

15 684<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Tailoring services<\/p>\n<\/td>\n

<\/p>\n

29 808<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

29 808<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Laundry services<\/p>\n<\/td>\n

<\/p>\n

59 500<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

59 500<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Garbage removal<\/p>\n<\/td>\n

<\/p>\n

69 100<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

69 100<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Kitchen helpers<\/p>\n<\/td>\n

<\/p>\n

24 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

53 400<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

For supplementary explanation, see annex I.C.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Medical treatment and services<\/p>\n<\/td>\n

<\/p>\n

77 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

77 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Office hospitality<\/p>\n<\/td>\n

<\/p>\n

5 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

5 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Miscellaneous other services<\/p>\n<\/td>\n

<\/p>\n

93 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

93 000<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

17.\t<\/span>Miscellaneous supplies<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Stationery and office supplies<\/p>\n<\/td>\n

<\/p>\n

110 000<\/p>\n<\/td>\n

<\/p>\n

$15\/person<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

130 000<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Medical supplies<\/p>\n<\/td>\n

<\/p>\n

100 000<\/p>\n<\/td>\n

<\/p>\n

$28\/person<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

112 000<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Sanitation and cleaning materials<\/p>\n<\/td>\n

<\/p>\n

71 000<\/p>\n<\/td>\n

<\/p>\n

$5\/person<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

86 800<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subscriptions<\/p>\n<\/td>\n

<\/p>\n

2 200<\/p>\n<\/td>\n

<\/p>\n

200<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

2 200<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Uniform items, flags and decals<\/p>\n<\/td>\n

<\/p>\n

62 500<\/p>\n<\/td>\n

<\/p>\n

$35\/person<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

40 000<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Field defence stores<\/p>\n<\/td>\n

<\/p>\n

29 900<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

29 900<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Quartermaster and general stores<\/p>\n<\/td>\n

<\/p>\n

507 400<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

507 400<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

18.\t<\/span>Training programme<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Technical training courses at<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(a)\t<\/span>United Nations Logistics Base at Brindisi<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

20 448<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Satellite\/electrical distribution systems.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(b)\t<\/span>Cyprus<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

5 592<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Fax and photocopiers.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(c)\t<\/span>London<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

10 292<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Digital microwave links.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(d)\t<\/span>Training fees and materials<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

14 150<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Fees and materials.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

19.\t<\/span>Commercial freight and cartage<\/strong><\/p>\n<\/td>\n

<\/p>\n

160 000<\/p>\n<\/td>\n

<\/p>\n

a<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

181 000<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Based on recent expenditure experience.<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

a No standard cost exists for this item.<\/p><\/div>\n

<\/p>\n

\n

b Explanation:<\/p><\/div>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n
\n<\/td>\n\n<\/td>\n<\/p>\n
\n

Unit cost<\/i><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

Estimated requirement<\/i><\/p><\/div>\n

<\/p>\n

\n

 (Litres)<\/i><\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Diesel<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Camp Ziouani<\/p>\n<\/td>\n

<\/p>\n
\n

$0.22<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

374 929<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Camp Faouar<\/p>\n<\/td>\n

<\/p>\n
\n

$0.15<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

1 726 541<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Filling stations<\/p>\n<\/td>\n

<\/p>\n
\n

$0.14<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

129 600<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Transport workshop<\/p>\n<\/td>\n

<\/p>\n
\n

$0.15<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

12 000<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Benzene<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Camp Ziouani<\/p>\n<\/td>\n

<\/p>\n
\n

$0.23<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

61 700<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Camp Faouar<\/p>\n<\/td>\n

<\/p>\n
\n

$0.45<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

319 875<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Filling stations<\/p>\n<\/td>\n

<\/p>\n
\n

$0.35<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

48 600<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n
\n<\/td>\n<\/p>\n

Oil and lubricants<\/p>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

–<\/p><\/div>\n<\/td>\n

\n<\/td>\n<\/tr>\n<\/table>\n
\n

B.  Distribution of resources by budgetary cost parameters: standard and mission-specific costs<\/strong><\/p><\/div>\n

\n

OFFSET<\/p><\/div>\n

<\/p>\n

\n

C.\t<\/span>Non-recurrent requirements<\/strong><\/p><\/div>\n

<\/p>\n

\n

(Thousands of United States dollars, unless otherwise indicated)<\/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<\/td>\n<\/p>\n

(1)<\/i><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

(2)<\/i><\/p>\n<\/td>\n

<\/p>\n

(3)<\/i><\/p>\n<\/td>\n

<\/p>\n

(4)=(2)+(3)<\/i><\/p>\n<\/td>\n

<\/p>\n

(5)<\/i><\/p>\n<\/td>\n

<\/p>\n

(6)=(4)x(5)<\/i><\/p>\n<\/td>\n<\/tr>\n

\n<\/td>\n<\/p>\n
\n\t\t\t\tProposed units<\/i>\n\t\t\t\t<\/div>\n
\n\t\t\t\t <\/i>\n\t\t\t\t<\/div>\n<\/td>\n<\/tr>\n
\n<\/td>\n\n

Current inventory as at 30 June 1999a<\/i><\/p>\n<\/td>\n

\n<\/td>\n\n

Replace-<\/i><\/p>\n

ment<\/i><\/p>\n<\/td>\n

<\/p>\n

Additional<\/i><\/p>\n<\/td>\n

\n

Total number<\/i><\/p>\n

of units<\/i><\/p>\n<\/td>\n

<\/p>\n

Unit cost <\/i><\/p>\n<\/td>\n

<\/p>\n

Total cost<\/i><\/p>\n<\/td>\n<\/tr>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

I.\t<\/span>Operational requirements<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

1.\t<\/span>Premises and accommodation<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(a)\t<\/span>Rental of premises<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(b)\t<\/span>Alteration and renovation of premises<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(c)\t<\/span>Maintenance and supplies<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(d)\t<\/span>Maintenance services<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(e)\t<\/span>Utilities<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(f)\t<\/span>Construction\/prefabricated buildings<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(g)\t<\/span>Prefabricated accommodation<\/p>\n<\/td>\n

<\/p>\n

73<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(h)\t<\/span>Ablution units<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(I)\t<\/span>Kitchen\/dining facilities<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(j)\t<\/span>Offices<\/p>\n<\/td>\n

<\/p>\n

8<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(k)\t<\/span>Refrigeration units<\/p>\n<\/td>\n

<\/p>\n

13<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(l)\t<\/span>Storage<\/p>\n<\/td>\n

<\/p>\n

15<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(m)\t<\/span>Workshops<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(n)\t<\/span>Sea containers<\/p>\n<\/td>\n

<\/p>\n

57<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(o)\t<\/span>Other:<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Rubb Halls (storage)<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Multi-purpose premises<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Each unit contains kitchen, dining and ablution units<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Accommodation\/office<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Subtotal<\/strong><\/p>\n<\/td>\n

<\/p>\n

180<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(p)\t<\/span>Construction of premises<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Austrian battalion<\/i>b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

New heating hut, position 25, AB ($11,500); new sheltered guardhouse, Building 114, Camp Faouar ($16,000); new watchtower, position 33, AB ($15,000); new watchtower, position 16, AB ($15,000); new generator hut, Hermon Hotel, AB ($17,000); installation of dust collection system engineer workshop, Camp Faouar, AB ($7,000)<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

81 500.0<\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/p>\n

Polish battalion<\/i>b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

New accommodation, position 67, PB ($50,000); new accommodation, position 62, PB ($50,000)<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

100 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Canadian Logistics<\/i>b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Construct fencing and roof for Hazmat Pad, Camp Ziouani ($25,000); installation of dust collection system engineer workshop, Camp Ziouani, Logbatt ($7,000)<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

32 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Headquarters projects<\/i>b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Renovate Building B8 (Communications Control, Procurement and Transport Offices\/ Observer Group Golan), Camp Faouar ($38,000); renovate Building 146, phase 2, Camp Faouar ($18,000); renovate Building B150, Camp Faouar ($21,000)<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

77 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Environmental programme<\/i>b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Garbage incinerators<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

90 000.0<\/p>\n<\/td>\n

<\/p>\n

180 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Environmental treatment of human waste<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

10 000.0<\/p>\n<\/td>\n

<\/p>\n

10 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Environmental engineering textbooks\/publications, CD=s\/training<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

10 000.0<\/p>\n<\/td>\n<\/tr>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

200 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(q)\t<\/span>Upgrading of roads b<\/u>\/<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\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\n\n\n
<\/p>\n

Ausbatt battalion<\/i><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Improvement, repair and upgrading of roads to and in Ausbatt positions 10, 17, 37, 14, 16B, 31, 16 and 33 and patrol roads Hadar Signal Hill and 1st Coy. area<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

17 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Polbatt area of separation<\/i><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Improvement, repair and upgrading of roads to and in Polbatt positions 80, 81, 82, 85, 60, 62, 66, 67 and 68 and patrol roads Coyote, Foxtrot, Oscar and Falcon<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

17 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal<\/strong><\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

3<\/strong><\/p>\n<\/td>\n

<\/p>\n

3<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

524 500.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Total, line 1<\/strong><\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

3<\/strong><\/p>\n<\/td>\n

<\/p>\n

3<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

524 500.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

2.\t<\/span>Infrastructure repairs<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

3.\t<\/span>Transport operations<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(a)\t<\/span>Purchase of vehicles<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Bus, light\/panel van<\/p>\n<\/td>\n

<\/p>\n

43<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

8 872.0<\/p>\n<\/td>\n

<\/p>\n

26 616.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Jeep, 4×4, SW<\/p>\n<\/td>\n

<\/p>\n

146<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

14<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

14<\/p>\n<\/td>\n

<\/p>\n

12 000.0<\/p>\n<\/td>\n

<\/p>\n

168 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Truck, cargo, light, S\/C<\/p>\n<\/td>\n

<\/p>\n

48<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

15 000.0<\/p>\n<\/td>\n

<\/p>\n

45 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Bus, medium, 30-seater<\/p>\n<\/td>\n

<\/p>\n

9<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

6<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

6<\/p>\n<\/td>\n

<\/p>\n

33 950.0<\/p>\n<\/td>\n

<\/p>\n

203 700.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Ambulance<\/p>\n<\/td>\n

<\/p>\n

8<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Ambulance, traumab<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

171 200.0<\/p>\n<\/td>\n

<\/p>\n

171 200.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Ambulance, E.G. Pinzgauerb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

159 500.0<\/p>\n<\/td>\n

<\/p>\n

159 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Access platform vehicleb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

110 000.0<\/p>\n<\/td>\n

<\/p>\n

110 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

All-terrain vehicle (jeep, heavy)b<\/p>\n<\/td>\n

<\/p>\n

6<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

85 000.0<\/p>\n<\/td>\n

<\/p>\n

425 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Mobile workshop, 4×4<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

1<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

50 000.0<\/p>\n<\/td>\n

<\/p>\n

50 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Over-snow vehicle, with attachmenta<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

180 000.0<\/p>\n<\/td>\n

<\/p>\n

180 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Backhoe loader<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

70 000.0<\/p>\n<\/td>\n

<\/p>\n

70 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Heavy truck, 6×6 VTLb<\/p>\n<\/td>\n

<\/p>\n

6<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

6<\/p>\n<\/td>\n

<\/p>\n

7<\/p>\n<\/td>\n

<\/p>\n

13<\/p>\n<\/td>\n

<\/p>\n

130 000.0<\/p>\n<\/td>\n

<\/p>\n

1 690 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Flat rack for VTLb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

39<\/p>\n<\/td>\n

<\/p>\n

39<\/p>\n<\/td>\n

<\/p>\n

3 500.0<\/p>\n<\/td>\n

<\/p>\n

136 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal<\/strong><\/p>\n<\/td>\n

<\/p>\n

270<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

39<\/strong><\/p>\n<\/td>\n

<\/p>\n

50<\/strong><\/p>\n<\/td>\n

<\/p>\n

89<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

3 435 516.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Freight at 15 per cent<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

515 327.4<\/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\n\n\n\n\n\n\n\n\n
<\/p>\n

Subtotal<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

3 950 843.4<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Provided through surplus stock<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 3 (a)<\/strong><\/p>\n<\/td>\n

<\/p>\n

270<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

39<\/strong><\/p>\n<\/td>\n

<\/p>\n

50<\/strong><\/p>\n<\/td>\n

<\/p>\n

89<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

3 950 843.4<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(b)\t<\/span>Rental of vehicles<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(c)\t<\/span>Workshop equipmentb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Civilian vehicle workshop<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

81 950.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Military vehicle workshop<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

15 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 3 (c)<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

97 450.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Total, line 3<\/strong><\/p>\n<\/td>\n

<\/p>\n

270<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

39<\/strong><\/p>\n<\/td>\n

<\/p>\n

50<\/strong><\/p>\n<\/td>\n

<\/p>\n

89<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

4 048 293.4<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

4.\t<\/span>Air operations<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

5.\t<\/span>Naval operations<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

6.\t<\/span>Communications<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(a)\t<\/span>Complementary communications<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Communications equipment<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

VHF equipment<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Mobile radio, general<\/p>\n<\/td>\n

<\/p>\n

386<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

10<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

10<\/p>\n<\/td>\n

<\/p>\n

600.0<\/p>\n<\/td>\n

<\/p>\n

6 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Repeater, general<\/p>\n<\/td>\n

<\/p>\n

41<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n

<\/p>\n

4 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Base station, general<\/p>\n<\/td>\n

<\/p>\n

294<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

1 000.0<\/p>\n<\/td>\n

<\/p>\n

5 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Satellite equipment<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Transceiverb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

55 000.0<\/p>\n<\/td>\n

<\/p>\n

55 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Military pattern communications equipment<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Battery charger<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

9<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

9<\/p>\n<\/td>\n

<\/p>\n

54.0<\/p>\n<\/td>\n

<\/p>\n

486.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Telephone equipment<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Rural telephone link<\/p>\n<\/td>\n

<\/p>\n

38<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

8 600.0<\/p>\n<\/td>\n

<\/p>\n

8 600.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Microwave link<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

25 000.0<\/p>\n<\/td>\n

<\/p>\n

50 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Field telephone<\/p>\n<\/td>\n

<\/p>\n

362<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

50<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

50<\/p>\n<\/td>\n

<\/p>\n

400.0<\/p>\n<\/td>\n

<\/p>\n

20 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Cellular phoneb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

10<\/p>\n<\/td>\n

<\/p>\n

10<\/p>\n<\/td>\n

<\/p>\n

500.0<\/p>\n<\/td>\n

<\/p>\n

5 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 6 (a)<\/strong><\/p>\n<\/td>\n

<\/p>\n

1 124<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

79<\/strong><\/p>\n<\/td>\n

<\/p>\n

11<\/strong><\/p>\n<\/td>\n

<\/p>\n

90<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

154 086.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(b)\t<\/span>Spare parts and supplies<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\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\n\n\n\n\n\n\n
<\/p>\n

Civilian communications workshop<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

42 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Military communications workshop<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

8 900.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 6 (b)<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

50 900.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Total, line 6<\/strong><\/p>\n<\/td>\n

<\/p>\n

1 124<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

79<\/strong><\/p>\n<\/td>\n

<\/p>\n

11<\/strong><\/p>\n<\/td>\n

<\/p>\n

90<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

204 986.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

7.\t<\/span>Other equipment\t<\/span><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

(a)\t<\/span>Office furniture<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Rotary chair, with armsb<\/p>\n<\/td>\n

<\/p>\n

272<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

34<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

34<\/p>\n<\/td>\n

<\/p>\n

60.0<\/p>\n<\/td>\n

<\/p>\n

2 040.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Rotary chair, without armsb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

46.0<\/p>\n<\/td>\n

<\/p>\n

230.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Computer desk, simpleb<\/p>\n<\/td>\n

<\/p>\n

127<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

13<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

13<\/p>\n<\/td>\n

<\/p>\n

31.0<\/p>\n<\/td>\n

<\/p>\n

403.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Computer desk, expandedb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

141.0<\/p>\n<\/td>\n

<\/p>\n

282.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Filing cabinet, 2-drawer<\/p>\n<\/td>\n

<\/p>\n

54<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

11<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

11<\/p>\n<\/td>\n

<\/p>\n

108.0<\/p>\n<\/td>\n

<\/p>\n

1 188.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Filing cabinet, 4-drawer<\/p>\n<\/td>\n

<\/p>\n

217<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

13<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

13<\/p>\n<\/td>\n

<\/p>\n

141.0<\/p>\n<\/td>\n

<\/p>\n

1 833.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Metal bookshelfb<\/p>\n<\/td>\n

<\/p>\n

262<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

52.0<\/p>\n<\/td>\n

<\/p>\n

104.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Table, office<\/p>\n<\/td>\n

<\/p>\n

267<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

60.0<\/p>\n<\/td>\n

<\/p>\n

300.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Workstationb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

7<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

7<\/p>\n<\/td>\n

<\/p>\n

500.0<\/p>\n<\/td>\n

<\/p>\n

3 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Bookshelf, woodb<\/p>\n<\/td>\n

<\/p>\n

14<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

102.0<\/p>\n<\/td>\n

<\/p>\n

204.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Chair, executiveb<\/p>\n<\/td>\n

<\/p>\n

25<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

52.0<\/p>\n<\/td>\n

<\/p>\n

104.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Deskb<\/p>\n<\/td>\n

<\/p>\n

107<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

16<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

16<\/p>\n<\/td>\n

<\/p>\n

102.0<\/p>\n<\/td>\n

<\/p>\n

1 632.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 7 (a)<\/strong><\/p>\n<\/td>\n

<\/p>\n

1 345<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

112<\/strong><\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

112<\/strong><\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

11 820.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(b)\t<\/span>Office equipment<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Copier, large<\/p>\n<\/td>\n

<\/p>\n

16<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

6 000.0<\/p>\n<\/td>\n

<\/p>\n

6 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Fax machine<\/p>\n<\/td>\n

<\/p>\n

45<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

5<\/p>\n<\/td>\n

<\/p>\n

1 300.0<\/p>\n<\/td>\n

<\/p>\n

6 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 7 (b)<\/strong><\/p>\n<\/td>\n

<\/p>\n

61<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

6<\/strong><\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

6<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

12 500.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Total, line 7<\/strong><\/p>\n<\/td>\n

<\/p>\n

1 406<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

118<\/strong><\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

118<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

24 320.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

8.\t<\/span>(a)\t<\/span>Electronic data-processing equipment<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Desktop<\/p>\n<\/td>\n

<\/p>\n

30<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1 550.0<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Desktop, Pentium<\/p>\n<\/td>\n

<\/p>\n

291<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1 550.0<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Hubs, 12 ports<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

12 000.0<\/p>\n<\/td>\n

<\/p>\n

12 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Hubs, 24 ports<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

6 000.0<\/p>\n<\/td>\n

<\/p>\n

12 000.0<\/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\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n\n
<\/p>\n

Hubs, 36 ports<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

3 500.0<\/p>\n<\/td>\n

<\/p>\n

7 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Servers<\/p>\n<\/td>\n

<\/p>\n

11<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

4 200.0<\/p>\n<\/td>\n

<\/p>\n

8 400.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Scanner<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

1 300.0<\/p>\n<\/td>\n

<\/p>\n

2 600.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Uninterruptible power supply, large, 1,000-1,200 VA<\/p>\n<\/td>\n

<\/p>\n

28<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

100<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

100<\/p>\n<\/td>\n

<\/p>\n

550.0<\/p>\n<\/td>\n

<\/p>\n

55 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Laptops, Pentium<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2 300.0<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Printers, high-speed<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2 900.0<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Panorama digital camerab<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

1 100.0<\/p>\n<\/td>\n

<\/p>\n

3 300.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Printers, low-speed<\/p>\n<\/td>\n

<\/p>\n

35<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

700.0<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

IDTEL camera for ID systemb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

900.0<\/p>\n<\/td>\n

<\/p>\n

1 800.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Datacard image III printer for ID systemb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

14 000.0<\/p>\n<\/td>\n

<\/p>\n

28 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Computer projectorb<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

9 500.0<\/p>\n<\/td>\n

<\/p>\n

19 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

HP4500 colour laser-jet printerb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

4 500.0<\/p>\n<\/td>\n

<\/p>\n

9 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Panasonic printersb<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

300.0<\/p>\n<\/td>\n

<\/p>\n

600.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Monitor, colour, 17@ screenb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

213.0<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Fibre optic hot-melt termination kitb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Fibre optic SC couplers, connectors, breakout kits, couplingsb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Fibre optic test setb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

2<\/p>\n<\/td>\n

<\/p>\n

3 000.0<\/p>\n<\/td>\n

<\/p>\n

6 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

IGB Etherlink server network interface cardb`<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

7<\/p>\n<\/td>\n

<\/p>\n

7<\/p>\n<\/td>\n

<\/p>\n

950.0<\/p>\n<\/td>\n

<\/p>\n

6 650.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

100 MB PCI network interface card b<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

30<\/p>\n<\/td>\n

<\/p>\n

30<\/p>\n<\/td>\n

<\/p>\n

90.0<\/p>\n<\/td>\n

<\/p>\n

2 700.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Multimode fibre optic cable (metre)b<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1 000<\/p>\n<\/td>\n

<\/p>\n

1 000<\/p>\n<\/td>\n

<\/p>\n

9.0<\/p>\n<\/td>\n

<\/p>\n

9 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

100 MB UTP cable (metre)b<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2 000<\/p>\n<\/td>\n

<\/p>\n

2 000<\/p>\n<\/td>\n

<\/p>\n

2.0<\/p>\n<\/td>\n

<\/p>\n

4 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

100 MB UTP cable connectors, modular plugs, wall mount b<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

1 500.0<\/p>\n<\/td>\n

<\/p>\n

1 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Outlets,  patch cables and  tools<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1 500.0<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 8 (a)<\/strong><\/p>\n<\/td>\n

<\/p>\n

406<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

105<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 058<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 164<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

192 550.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(b)\t<\/span>Electronic data-processing systems<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

MS Windows 2000,  for serverb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

800.0<\/p>\n<\/td>\n

<\/p>\n

3 200.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

MS  Windows 2000,  for workstation OS, 250 licencesb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3 000.0<\/p>\n<\/td>\n

<\/p>\n

3 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

MS Windows 2000, German version, 45 licencesb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

500.0<\/p>\n<\/td>\n

<\/p>\n

500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

MS Windows 2000, Arabic version, 10 licencesb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

200.0<\/p>\n<\/td>\n

<\/p>\n

200.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

MS Office Professional 2000, 250 licencesb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Microsoft server management system software (SMS)b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Microsoft SQL server versionb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3 500.0<\/p>\n<\/td>\n

<\/p>\n

3 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Drive image professional softwareb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n

<\/p>\n

2 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Back-up software, ARC server for NT Enterprise Solution Windows NTb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1 000.0<\/p>\n<\/td>\n

<\/p>\n

1 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Magic Software for Reality procurement, 50 licencesb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1 500.0<\/p>\n<\/td>\n

<\/p>\n

1 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Btrieve, database file management software, 50 licences for Reality and Sun Systemsb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3 000.0<\/p>\n<\/td>\n

<\/p>\n

4 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

IDTEL for Windows NT versionb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

4 500.0<\/p>\n<\/td>\n

<\/p>\n

4 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

AUTOCAD software for Ausbatt engineerb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

7 000.0<\/p>\n<\/td>\n

<\/p>\n

7 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Learning software (Windows and MS Office Professional 2000)b<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3 000.0<\/p>\n<\/td>\n

<\/p>\n

3 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 8 (b)<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

4<\/strong><\/p>\n<\/td>\n

<\/p>\n

4<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

37 900.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(c)\t<\/span>Generators<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(d)\t<\/span>Observation equipment<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Binocular, 7 x 42b<\/p>\n<\/td>\n

<\/p>\n

125<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

8<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

8<\/p>\n<\/td>\n

<\/p>\n

220.0<\/p>\n<\/td>\n

<\/p>\n

1 760.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Binocular, 7 x 50b<\/p>\n<\/td>\n

<\/p>\n

32<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

8<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

8<\/p>\n<\/td>\n

<\/p>\n

290.0<\/p>\n<\/td>\n

<\/p>\n

2 320.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Binocular, 20 x 120b<\/p>\n<\/td>\n

<\/p>\n

43<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

3<\/p>\n<\/td>\n

<\/p>\n

2 160.0<\/p>\n<\/td>\n

<\/p>\n

6 480.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Night observation devices (NOD)<\/p>\n<\/td>\n

<\/p>\n

102<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

15<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

15<\/p>\n<\/td>\n

<\/p>\n

3 975.0<\/p>\n<\/td>\n

<\/p>\n

59 625.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Searchlight, FR300 – for electronic operating devices (EOD)b<\/p>\n<\/td>\n

<\/p>\n

55<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

1 952.0<\/p>\n<\/td>\n

<\/p>\n

7 808.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Tripod for searchlight – for EODb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

244.0<\/p>\n<\/td>\n

<\/p>\n

976.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Cable reel for searchlight – for EODb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

976.0<\/p>\n<\/td>\n

<\/p>\n

3 904.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Chargers, 12 volts – for EOD<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

232.0<\/p>\n<\/td>\n

<\/p>\n

928.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Battery pack – for EODb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

4<\/p>\n<\/td>\n

<\/p>\n

270.0<\/p>\n<\/td>\n

<\/p>\n

1 080.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

NOD, long-rangeb<\/p>\n<\/td>\n

<\/p>\n

101<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

1<\/p>\n<\/td>\n

<\/p>\n

10 000.0<\/p>\n<\/td>\n

<\/p>\n

10 000.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Maglightb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

40<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

40<\/p>\n<\/td>\n

<\/p>\n

94.0<\/p>\n<\/td>\n

<\/p>\n

 3 760.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Compassb<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

40<\/p>\n<\/td>\n

<\/p>\n

–<\/p>\n<\/td>\n

<\/p>\n

40<\/p>\n<\/td>\n

<\/p>\n

60.0<\/p>\n<\/td>\n

<\/p>\n

2 400.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 8 (d)<\/strong><\/p>\n<\/td>\n

<\/p>\n

458<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

135<\/strong><\/p>\n<\/td>\n

<\/p>\n

–<\/strong><\/p>\n<\/td>\n

<\/p>\n

135<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

101 041.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(e)\t<\/span>Medical and dental equipmentb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

87 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(f)\t<\/span>Accommodation equipmentb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

133 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

(g)\t<\/span>Miscellaneous equipmentb<\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/p>\n

39 500.0<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Subtotal, line 8<\/strong><\/p>\n<\/td>\n

<\/p>\n

864<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

240<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 062<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 303<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

591 991.0<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

Total, category I<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 664<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

476<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 126<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 603<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

5 394 090.4<\/strong><\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

II.\t<\/span>Other programmes<\/strong><\/p>\n<\/td>\n

\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n\n<\/td>\n<\/tr>\n
<\/p>\n

Total, categories I and II<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 664<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

476<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 126<\/strong><\/p>\n<\/td>\n

<\/p>\n

3 603<\/strong><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

5 394 090.4<\/strong><\/p>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

a\t<\/span>No standard cost exists for this item.<\/p><\/div>\n

<\/p>\n

\n

b\t<\/span>As contained in the mission inventory report as at 30 June 1999.<\/p><\/div>\n

<\/p>\n

\n

Annex III<\/strong><\/p><\/div>\n

<\/p>\n

\n

Implementation of previous recommendations of the Advisory Committee on Administrative and Budgetary Questions<\/strong><\/p><\/div>\n

<\/p>\n

\n\n\n\n\n\n\n
<\/p>\n

Request<\/i><\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Response<\/i><\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
<\/p>\n

Unliquidated obligations as of 31 December 1998 for the period 1997\/98 were reported at $16.8 million. However, upon enquiry, the Committee was informed that, as of 24 February 1999, they had been reduced to $3.9 million. In that connection, the Committee reiterated its views contained in its previous report (A\/52\/860) and its recommendation regarding the need to ensure timely and regular review of unliquidated obligations (A\/53\/895\/Add.1, para. 6).<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Unliquidated obligations are being reviewed on a monthly basis within the mission in order to keep them to a minimum.<\/p>\n<\/td>\n<\/tr>\n

<\/p>\n

The Committee recommended that a study be made to determine the most effective way of disposing of unusable vehicles, and urged regional cooperation among UNTSO, UNIFIL, UNDOF and UNFICYP (A\/53\/895, para. 40).<\/p>\n<\/td>\n

\n<\/td>\n<\/p>\n

Discussions have taken place between the respective chief administrative officers and the topic is under review.<\/p>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n<\/table>\n

<\/p>\n

\n

During the meetings held on 22 and 23 February 1996 on the financing of UNDOF and  UNIFIL, the Advisory Committee had requested that information be provided on the estimated cost to the United Nations Truce Supervision Organization (UNTSO) of direct support to UNDOF and UNIFIL. Since then, the Secretariat has been providing such information on a regular basis. The table below provides requisite information for the bienniums 1998\/1999 and 2000\/2001:<\/p><\/div>\n

<\/p>\n

\n

United Nations Truce Supervision Organization: estimates of direct support provided to the United Nations Disengagement Observer Force for the period from 1 January 1998 to 31 December 2001<\/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<\/p>\n
\n

1998\/1999<\/i><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

2000\/2001<\/i><\/p><\/div>\n<\/td>\n<\/tr>\n

<\/td>\n<\/td>\n<\/td>\n<\/tr>\n
<\/p>\n

1.\t<\/span>Posts<\/p>\n<\/td>\n

<\/p>\n
\n

1 879.6<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

1 828.8<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

2.\t<\/span>Other staff costs<\/p>\n<\/td>\n

<\/p>\n
\n

4 395.6<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

4 351.5<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

3.\t<\/span>Travel<\/p>\n<\/td>\n

<\/p>\n
\n

1 514.7<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

1 555.9<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

4.\t<\/span>General operating expenses<\/p>\n<\/td>\n

<\/p>\n
\n

283.5<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

362.4<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

5.\t<\/span>Supplies and material<\/p>\n<\/td>\n

<\/p>\n
\n

204.4<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

131.7<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

6.\t<\/span>Equipment<\/p>\n<\/td>\n

<\/p>\n
\n

625.5<\/p><\/div>\n<\/td>\n

<\/p>\n
\n

152.1<\/p><\/div>\n<\/td>\n<\/tr>\n

<\/p>\n

Total<\/strong><\/p>\n<\/td>\n

<\/p>\n
\n

8 903.3<\/strong><\/p><\/div>\n<\/td>\n

<\/p>\n
\n

8 382.4<\/strong><\/p><\/div>\n<\/td>\n<\/tr>\n<\/table>\n

\n

Annex IV<\/strong><\/p><\/div>\n

\n

Organization chart<\/strong><\/p><\/div>\n

\n\t\t\t\t<\/div>\n","protected":false},"excerpt":{"rendered":"

United Nations Disengagement Observer Force Report of the Secretary-General Summary The present report contains the proposed budget for the 12-month period from 1 July 2000 to 30 June 2001 for the maintenance of the United Nations Disengagement Observer Force (UNDOF), which amounts to $34,946,700 gross ($34,195,300 net). Of the total budget, some 54 per cent […]<\/a><\/p>\n","protected":false},"author":1,"featured_media":0,"parent":0,"template":"","meta":{"footnotes":""},"country":[],"document-category":[1323],"document-source":[1365,5352,1925],"committee-meeting":[],"document-subject":[1929],"entity":[1729],"document-language":[6542],"class_list":["post-181087","document","type-document","status-publish","hentry","document-category-report","document-source-general-assembly","document-source-secretary-general","document-source-united-nations-disengagement-observer-force-undof","document-subject-peacekeeping","entity-united-nations-system","document-language-english"],"_links":{"self":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document\/181087","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\/181087\/revisions"}],"wp:attachment":[{"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/media?parent=181087"}],"wp:term":[{"taxonomy":"country","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/country?post=181087"},{"taxonomy":"document-category","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-category?post=181087"},{"taxonomy":"document-source","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-source?post=181087"},{"taxonomy":"committee-meeting","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/committee-meeting?post=181087"},{"taxonomy":"document-subject","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-subject?post=181087"},{"taxonomy":"entity","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/entity?post=181087"},{"taxonomy":"document-language","embeddable":true,"href":"https:\/\/www.un.org\/unispal\/wp-json\/wp\/v2\/document-language?post=181087"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}