Examples of using To programme managers in English and their translations into Arabic
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Ecclesiastic
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will allow greater flexibility to programme managers in implementing the work programme. .
very important element and should not be limited to programme managers but extended to all staff members.
It therefore wished to suggest that the Board of Auditors' recommendation to specify individual officers should be restricted to programme managers.
The guidelines, moreover, should have been submitted to CPC for its consideration and approval before being issued to programme managers.
A delegation said there were good models of community-based water and sanitation programmes in the Dominican Republic, which might be of interest to programme managers.
(a) Providing the support needed to programme managers to assist them to formulate the drafts of the proposed programme budget and financial performance reports, and assisting the head of the department, to complete coordinated submissions to the Department of Management.
This includes the provision of support to programme managers in carrying out their responsibilities under the Staff Rules and Regulations, and related administrative instructions in filling vacancies, promoting staff and assisting staff members of the Department and their dependants in obtaining entitlements.
The Office of Human Resources Management accepted the recommendation and stated that it would ensure that no applications are transmitted to programme managers for evaluation until the relevant criteria had been approved by the central review bodies.
(a) Providing the support needed to programme managers to assist them to formulate the drafts of the proposed programme budget and financial performance reports, and assisting the head of the department/office to complete coordinated submissions to the Department of Management;
The Unit Division will also provide guidelines and best practices on performance reporting to programme managers in order to help them to identify problems affecting the effective and efficient implementation of their work programmes.[changed to reflect new structure].
must serve the ultimate purpose for which it had been established and be made relevant to programme managers so that they could demonstrate to public opinion that their work was useful to the international community.
(a) The Office of Human Resources Management must lend effective support to programme managers through the design of innovative recruitment strategies to identify and attract women candidates, particularly those from under-represented and developing countries and countries with economies in transition;
The delegation of authority to programme managers and the decentralization of monitoring and policy functions to the United Nations Offices at Geneva and Vienna are crucial factors in enhancing the efficiency and timeliness of support services.
His delegation noted that the Department of Administration and Management and the Office of Human Resources Management intended to decentralize many functions and to delegate greater authority to programme managers.
The measures defined contribute to a clearer definition and a better understanding of the responsibilities assigned to programme managers and staff at all levels and to a strengthening of the authority they require to execute their responsibilities effectively.
It should be noted, however, that, in his reform proposals, the Secretary-General emphasized decentralization of functions, together with a corresponding delegation of authority to programme managers in such areas as procurement, human resources management and results-based budgeting.
In response to this recommendation, the Office of Human Resources Management has increased the guidance and support provided to programme managers at the time when departmental training plans are drawn up; plans are carefully reviewed and their implementation is monitored.
(b) Necessary control mechanisms will be developed for the allocation of budgetary resources for each year of the biennium to programme managers based on clear results-oriented work programmes showing outcomes, performance indicators and outputs linked to the approved programme and budgets for 2006-2007;
The Unit therefore proposed that the central support functions, namely, OIOS and the Programme Planning and Budget Division, should focus their guidance to programme managers on ensuring simple results and a few but meaningful standard indicators.
Given the delegation of authority to programme managers under the current system, the monitoring and advisory role of the focal points, as defined in the Secretary-General ' s bulletin ST/SGB/1999/19, has become restricted and lacks clarity.