Examples of using Implementation of results-based management in English and their translations into Arabic
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Over the years, the Secretariat has used a phased approach for the implementation of results-based management through the introduction of appropriate tools as necessary.
(b)" Implementation of results-based management in the United Nations organizations"(part I)(JIU/REP/2004/6);
Another delegation stressed the importance of the document providing for full cooperation with civil society and expressed support for further expansion and implementation of results-based management and budgeting.
As part of this response the secretariat prepared a document entitled" Guidelines for the implementation of results-based management regarding technical cooperation projects".
The Committee recalls that the General Assembly, in its recent resolution 66/257, requested the Secretary-General to continue to take appropriate measures to accelerate the implementation of results-based management.
VI.32 The Advisory Committee was informed that the implementation of results-based management in 2010 had been one of the change initiatives undertaken by UNHCR to make the organization more transparent, flexible and responsive.
The Secretary-General has the honour to transmit to the General Assembly the report of the Joint Inspection Unit entitled" Implementation of results-based management in the United Nations organizations:
The implementation of results-based management cannot be conducted as a narrow technical exercise.
The document entitled" Guidelines for the implementation of results-based management regarding technical cooperation projects" circulated to member States in December 2012 has become a mandatory tool for all project managers. It guides them in the design and implementation of operational activities.
OIOS acknowledges that learning lessons should be incorporated into the implementation of results-based management as proposed in the report of the Secretary-General on the accountability framework, enterprise risk management and internal control framework, and results-based management framework(A/62/701 and Corr.1).
The General Assembly, in pursuance of its resolution 55/231, may wish to request the Secretary-General to develop any feasible measures for the implementation of results-based management and apply them gradually towards its full implementation in peacekeeping operations.
The Secretary-General submitted a proposal to the General Assembly for further implementation of results-based management which addresses the issues raised in benchmark 1 of the Joint Inspection Unit frameworks as well as the weaknesses identified by the Office of Internal Oversight Services.
On the basis of its statute, the Joint Inspection Unit uses three management tools for the implementation of results-based management, namely, its programme of work(article 9), its annual report(article 10) and its biennial budget(article 20).
The Unit wishes to draw the attention of the General Assembly in particular to paragraphs 49 to 73 of part I in the series, entitled" Implementation of results-based management in the United Nations organizations".
N In line with paragraph 33 of General Assembly resolution 64/259, wherein the Secretary-General was requested to report to the General Assembly at the main part of its sixty-sixth session on the implementation of that resolution, including the implementation of results-based management.
On the basis of its statute, the Unit uses three management tools for the implementation of results-based management, namely, its programme of work(article 9), its annual report(article 10) and its biennial budget(article 20).
On the basis of its statute, the Unit uses three management tools for the implementation of results-based management, namely, its programme of work(article 9), its annual report(article 10) and its biennial budget(article 20).
To that end, it would be responsible for advising, supporting and monitoring departments to ensure full implementation of results-based management, i.e., beginning with the strategic planning phase and ending the cycle with the reporting of results to Member States.
It is my firm belief that substantive progress on the implementation of results-based management in the Secretariat will depend largely on the strength of the four critical links in the results-based management chain of cause-and-effect relationships that I have outlined above.