Sixtieth session Agenda item 149 (b) Financing of the United Nations Interim Force in Lebanon Performance report on the budget of the United Nations Interim Force in Lebanon for the period from 1 July 2004 to 30 June 2005 Report of the Secretary-General Contents Paragraphs Page Introduction 1–3 3 Mandate performance 4–7 3 Resource performance 8 Financial resources 8 Other income and adjustments 9 Contingent-owned equipment: major equipment and self-sustainment 9 Value of non-budgeted contributions 10 Analysis of variances 8–25 10 Actions to be taken by the General Assembly 26 14 I. Introduction 1. The budget for the maintenance of the United Nations Interim Force in Lebanon (UNIFIL) for the period from 1 July 2004 to 30 June 2005 was set out in the report of the Secretary-General of 22 December 2003 (A/58/659) and amounted to $94,741,200 gross ($89,726,800 net). It provided for 2,000 military contingent personnel, 124 international staff and 348 National staff. The Advisory Committee on Administrative and Budgetary Questions, in paragraph 31 of its report dated 8 April (A/58/759/Add.6), recommended that the General Assembly appropriate $92,960,300 gross for the period from 1 July 2004 to 30 June 2005. 2. The General Assembly, by its resolution 58/307 of 18 June 2004, appropriated an amount of $92,960,300 gross ($88,274,900 net) for the maintenance of the mission for the period from 1 July 2004 to 30 June 2005. The total amount has been assessed on Member States. 3. The General Assembly in its resolution 58/295 of 18 June 2004, approved the creation of a Chief Security Officer post (P-3) in order to strengthen the security and safety of the operations, staff and premises of the Force. The staff costs relating to the post were accommodated within the approved budget for the period from 1 July 2004 to 30 June 2005. II. Mandate performance 4. The mandate of the Force was established by the Security Council in its resolution 425 (1978). The mandate for the performance period was provided by the Council in its resolutions 1525 (2004), 1553 (2004) and 1583 (2005). 5. The Force is mandated to help the Security Council achieve an overall objective, namely, to restore international peace and security. 6. Within this overall objective, the Force has, during the performance report period, contributed to a number of accomplishments by delivering related key outputs, shown in the frameworks below. These frameworks are grouped by components: operations and support. 7. The present report assesses actual performance against the planned results-based frameworks set out in the 2004/05 budget. In particular, the performance report compares the actual indicators of achievement, the extent to which actual progress has been made during the period against the expected accomplishments, with the planned indicators of achievement, and compares the actually completed outputs with the planned outputs. Component 1: operations Expected accomplishment 1.1: The parties fully respect the Blue Line Normalization of the security authority of the Government of Lebanon in southern Lebanon Planned indicators of achievement Actual indicators of achievement The ceasefire is maintained • Firing incidents (shooting reports) across the Blue Line; 88 incidents recorded by UNIFIL, including air bombing, artillery, mortar and rocket fire, and small arms fire • Air violations: 209 air violations recorded by UNIFIL Occurrence was sporadic, but, at times, in considerable numbers • Ground violations of the Blue Line: 485 ground violations recorded by UNIFIL, for the most part caused by shepherds • Stone-throwing incidents across the Blue Line: 161 incidents of stone throwing recorded Increased presence of Lebanese authorities in southern Lebanon • 4,299 Lebanese Army and Joint Security Forces checkpoints recorded by UNIFIL • 6,639 patrols conducted by Joint Security Forces recorded by UNIFIL Planned outputs Completed (number or yes/no) Remarks 127,750 mobile patrol days (5 troops per patrol, 2 patrols each from 35 operational positions for 365 days) 217,290 patrol man-days Planning figure was based on two daily patrols being conducted from each one of 35 United Nations positions; i.e., 70 patrols per day. Actual operation order gives patrol tasks on unit basis, and not on position basis: 45 patrol per battalion per day, plus 8 daily patrols by Force Mobile Reserve, or 98 patrols per day, or 178,850 patrol man-days. Actual higher number of 217,290 man-days carried out accounted for by periods of higher operational intensity, notably in the Ghajjar, Hasbani River area 127,750 troop manned observation post days (5 troops per post in 2 shifts at 35 operational positions for 365 days) 160,600 observation post man-days 5 soldiers per observation post in 2 shifts per day for 44 observation posts. Higher actual number than planned owing to revised operational guidelines: planning basis of 35 revised to take account of 44 actual observation posts, with larger UNIFIL positions requiring multiple observation posts 540 air patrol hours along the Blue Line (11 hours per month per helicopter, for 4 helicopters) 456.51 patrol/ observation hours 2 reports of the Secretary-General to the Security Council 2 Weekly liaison meetings with the parties 102 102 liaison meetings conducted with Lebanese Army and Israel Defense Force representatives Monthly high-level meetings with the parties on normalization of the situation in southern Lebanon 250 250 meetings conducted with Lebanese most senior Government, Army and other officials, and also with Israel Defense Force senior leadership Mediation efforts on potential sources of conflict with the parties to diffuse tension as and when it occurs 18 Mediation efforts carried out on 18 occasions with the parties concerned during tension and periods of conflict, to prevent further escalation Component 2: support Expected accomplishment 2.1: Provision of effective and efficient logistical and administrative support to the mission Planned indicators of achievement Actual indicators of achievement The percentage of total inventory value awaiting write-off and disposal will be reduced from 11% as at 30 June 2003 to 2% as at 30 June 2005 • Percentage of total inventory value pending write-off and disposal as at 30 June 2005 is 9.09% due to delays in completing sales agreements for the disposal of 15 written-off armoured personnel carriers Reduction in the procurement cycle from 72 days to 65 days • Procurement cycle reduced to 65 days Settlement of payables within a maximum of 30 days in 2004-5 • Payables settled within a maximum of 30 days Planned outputs Completed (number or yes/no) Remarks Service improvements Inventory management: General Services Section established an action plan aimed at interacting with asset managers on a daily basis; convened meetings of the Local Property Survey Board on a weekly basis to facilitate the processing of write-off cases within 30 days and coordinated the expeditious processing of cases referred to Headquarters Property Survey Board Action plan: yes; Meetings of LPSB fortnightly; Processing of write-off cases: yes • Action plan established to interact with asset managers on a daily basis • Meetings of the Local Property Survey Board convened on a fortnightly basis • Write-off cases reviewed and approved on a weekly basis • Contractual arrangements put in place with local vendors for the purchase of written-off prefabs and containers recommended for disposal by “sale as is” and the removal of scrap material for assets recommended for disposal “as scrap or by destruction” Procurement cycle: Integrated the acquisition plan with the budgetary process, including a joint monthly review of requirements with self accounting units; expedited the acquisition process by avoiding redundancies, using templates for contracts and agreement and establishing long-term agreements for frequently purchased goods and services; utilized red-flag method to identify bottlenecks in the acquisition process Integrated acquisition plan: yes; monthly review: yes; expedited acquisition process: yes Settlement of payables: Assigned two additional staff members, formerly in the Procurement Section, to the Finance Section for matching invoices in the Vendor Payment Unit; reviewed and revised the certification procedure of invoices with certifying offices and ensured that payments are effected within one week from the time all required documentation is received Yes Military personnel Rotated 3,000 troops 3,590 Rations, petrol, oil and lubricants supplied to and stored at 44 military positions for 2,000 troops (average per month) Supplied to average of 2,004 troops, 41 military positions Civilian personnel 500 civilian staff contracts administered 490 Facilities and infrastructure Maintained and repaired 40 military positions comprising 1,000 prefabricated and 161 solid accommodation 41 positions, 1,138 prefabricated and 161 solid accommodation Repaired and maintained helipads in 20 locations 20 Maintained total of 50 kms of access roads to various military positions 50 Constructed 1 mess hall No Project was abandoned owing to security considerations Ground transportation 680 light and heavy vehicles, 51 trailers maintained in 6 locations 732 vehicles, 52 trailers in 5 locations Air transportation 720 hours of helicopter flights, including 45 flight hours for operations and 15 flight hours for medical evacuation for each of the 4 helicopters 751 hours 751.01 hours flown, including 456.51 patrol/observation hours, 106.91 flight hours for liaison, 167.83 flight hours for training and 19.76 flight hours for medical evacuation Communications Supported 1 VSAT system at 1 location 1 VSAT system at 1 location 10 telephone exchanges supported for 1,395 users 10 telephone exchanges for 1,395 users Information technology Supported 550 desktops, 75 laptops, 300 printers, 60 scanners in 10 locations 560 desktops, 82 laptops, 304 printers, 43 scanners in 10 locations Equipment in use, exclusive of equipment earmarked for write off Supported wide-area network for 80 users Wide-area network for 80 users Unplanned outputs Disaster recovery centre established Yes CarLog system modified to allow its operation through the use of the mission’s network instead of a commercial network Yes Medical 5 level-I and 2 basic-level hospitals 5 level-I and 2 basic-level hospitals III. Resource performance A. Financial resources (Thousands of United States dollars. Budget year is from 1 July 2004 to 30 June 2005.)   Variance Apportionment Expenditure Amount Percentage Category (1) (2) (3) = (1) - (2) (4) = (3) ÷ (1) Military and police personnel Military observers — — — — Military contingents 40 637.0 40 509.1 127.9 0.3 Civilian police — — — — Formed police units — — — — Subtotal 40 637.0 40 509.1 127.9 0.3 Civilian personnel International staff 18 099.5 17 059.1 1 040.4 5.7 National staff 13 847.1 13 382.6 464.5 3.4 United Nations Volunteers — — — — Subtotal 31 946.6 30 441.7 1 504.9 4.7 Operational costs General temporary assistance 48.0 30.7 17.3 36.1 Government-provided personnel — — — — Civilian electoral observers — — — — Consultants — — — — Official travel 376.1 312.1 64.0 17.0 Facilities and infrastructure 7 264.5 7 224.4 40.1 0.6 Ground transportation 5 485.0 4 028.7 1 456.3 26.6 Air transportation 1 521.6 1 635.6 (114.0) (7.5) Naval transportation — — — — Communications 1 465.9 1 324.7 141.2 9.6 Information technology 1 121.5 1 226.4 (104.9) (9.4) Medical 799.7 655.7 144.0 18.0 Special equipment 608.2 574.5 33.7 5.5 Other supplies, services and equipment 1 686.2 1 280.5 405.7 24.1 Quick-impact projects — — — — Subtotal 20 376.7 18 293.3 2 083.4 10.2 Gross requirements 92 960.3 89 244.1 3 716.2 4.0 Staff assessment income 4 685.4 4 164.1 521.3 11.1 Net requirements 88 274.9 85 080.0 3 194.9 3.6 Voluntary contributions in kind (budgeted) — — — — Total requirements 92 960.3 89 244.1 3 716.2 4.0 B. Other income and adjustments (Thousands of United States dollars) Category Amount Interest income 1 715 Other/miscellaneous income 717 Voluntary contributions in cash — Prior-period adjustments (13) Savings on or cancellation of prior-period obligations 2 680 Total 5 099 C. Expenditure for contingent-owned equipment: major equipment and self-sustainment (Thousands of United States dollars) Category Expenditure Major equipment Military observers — Military contingents 2 603 Formed police units — Subtotal 2 603 Self-sustainment Facilities and infrastructure Catering (kitchen facilities) 64.9 Office equipment 56.1 Electrical 68.7 Minor engineering 139.4 Laundry and cleaning 390.1 Tentage — Accommodation — Miscellaneous general stores 106.5 Unique equipment — Field defence stores — Communications Communications 28.0 Medical Medical services 313.7 Special equipment Explosive ordnance disposal 110.6 Observation 398.6 Identification — Nuclear, biological and chemical protection — Subtotal 1 576.6 Total 4 179.6 Mission factors Percentage Effective date Last review date A. Applicable to mission area Extreme environmental condition factor 0.50 1 July 2004 — Intensified operational condition factor 2.30 1 July 2004 — Hostile action/forced abandonment factor — 1 July 2004 — B. Applicable to home country Incremental transportation factor 0.25-2.00 D. Value of non-budgeted contributions (Thousands of United States dollars) Category Actual value Status-of-forces agreement 1 478.5 Voluntary contributions in kind (non-budgeted) — Total 1 478.5 IV. Analysis of variances Variance Military contingents $127.9 0.3% 8. The unspent balance of $127,900 resulted mainly from savings on rations due to favourable contract prices with vendors and savings on the provision for the reconfiguration of the engineering battalion, which was delayed to the current period. 9. The savings were offset by additional requirements to cover claims for the reimbursement of troop cost relating to prior periods and by increased requirements for the travel and rotation of contingents caused by higher than anticipated air charter costs. Variance International staff $1,040.4 5.7% 10. The unspent balance of $1,040,400 was mainly the result of a higher than budgeted vacancy rate. The vacancy rate experienced during the period was 16.9 per cent compared to a budgeted rate of 4 per cent. Savings resulted from delays in the recruitment process and difficulties in replacing staff members on short-term assignments to other peacekeeping missions. The unspent balance was offset by additional requirements for common staff costs following the payment of a second assignment grant to staff members having completed a second year of duty in the mission. Variance National staff $464.5 3.4% 11. The unspent balance resulted from a higher than budgeted vacancy factor and lower actual requirements under salaries. The actual vacancy factor was 3.6 per cent compared to a budgeted rate of 1 per cent. The unspent balance is offset by the additional requirements under common staff costs owing to and increased contribution to the United Nations Joint Staff Pension Fund. Variance General temporary assistance $17.3 36.1% 12. The unspent balance of $17,300 is the result of lower than anticipated requirements for the replacement of staff on sick and maternity leave. Variance Official travel $64.0 17.0% 13. The unspent balance of $64,000 resulted from the reduced requirements for the travel of Headquarters personnel to the mission, achieved through an increased use of electronic communication means. The unspent balance also resulted from efforts to reduce the requirements for training-related travel outside the mission area. Variance Facilities and infrastructure $40.1 0.6% 14. The unspent balance of $40,100 resulted from lower requirements for the acquisition of generators, maintenance and security services. 15. The procurement of generators approved in the 2004/05 period was deferred to the current 2005/06 period. The resulting savings were utilized to implement the security requirements approved by the General Assembly in resolution 58/295 of 21 July 2004. The provision originally earmarked for the requirements in maintenance services resulted in savings due to the actual lower cost of laundry services and reduced requirement for routine maintenance. With regard to security services, savings were the result of lower requirement for contractual services as the security assessment could not be finalized during the period owing to delays in encumbering the Security Officer post. During the period, security services were provided by military personnel. 16. The reduced requirements were mostly offset by additional requirements for petrol, oil and lubricants caused by an increase in prices. Variance Ground transportation $1,456.3 26.6% 17. The unspent balance of $1,456,300 resulted from lower requirements for the acquisition of vehicles, spare parts and repairs and maintenance. 18. Lower requirements for the acquisition of vehicles were attributable to the transfer of 23 light vehicles from downsized missions, resulting in savings on provisions earmarked for the acquisition of the same vehicles. With respect to repairs and maintenance, the reduced requirements resulted from the transfer of 6 SISU armoured personnel carriers to the United Nations Disengagement Observer Force (UNDOF) and favourable contractual agreements for the repairs and maintenance of the remaining fleet. The reduced requirements for spare parts were mainly the result of the transfer of the 6 SISU armoured personnel carriers to UNDOF. 19. The reduced requirements of $1,456,300 were partly offset by additional requirements for petrol, oil and lubricants caused by an increase in prices. Variance Air transportation ($114.0) (7.5%) 20. The additional requirements of $144,000 were attributable mainly to higher than budgeted expenditure for the rental and operation of helicopters relating to the payment of prior-period claims and to additional flight hours. The unplanned additional hours of operating helicopters related to night flight training. The additional requirements were partly offset by savings on the liability insurance as the mission’s prorated share of the overall peacekeeping operations liability insurance coverage for fixed wings and helicopters decreased. Variance Communications $141.2 9.6% 21. The unspent balance of $141,200 resulted mainly from lower requirements for commercial communications relating to the operation of the electronic vehicle maintenance system (CarLog) and to reduced requirements for spare parts. Savings under commercial communications resulted from a reconfiguration of the CarLog system to enable its operation through the mission’s network instead of a commercial network. The savings under spare parts resulted from a reduction of slow-moving stocks through non-replenishment. Variance Information technology ($104.9) (9.4%) 22. Additional requirements of $104,900 were due mainly to additional spare parts required for the relocation of the server room in order to meet appropriate security standards, the establishment of a disaster recovery centre as well as the modification of the CarLog system to enable its operations through the mission’s network. Variance Medical $144.0 18% 23. The unspent balance of $144,000 was due mainly to reduced requirements for medical services and equipment. With regard to medical services, savings occurred as the mission centralized the system of referrals to medical facilities outside the mission area, thereby reducing the number of referrals and leading to a maximal use of the mission’s existing medical facilities, which are less costly. Savings under acquisition of medical equipment resulted from a deferral of the purchase of the non-critical laboratory equipment to the current financial period 2005/06 in order to meet the mission’s security requirements. Variance Special equipment $33.7 5.5% 24. The unspent balance of $33,700 resulted from a reduced requirement to replace mine-detection and mine-clearing equipment. Variance Other supplies, services and equipment $405.7 24.1% 25. The unspent balance resulted mainly from lower requirements for training fees and for miscellaneous claims. With regard to training fees, savings resulted from the increased use of training resources within the mission area. Savings under miscellaneous claims resulted from a lower than estimated number of claims from land owners affected by UNIFIL’s occupation and subsequent return of their properties. V. Actions to be taken by the General Assembly 26. The actions to be taken by the General Assembly in connection with the financing of UNIFIL are: (a) To decide that Member States shall waive their respective shares in other income for the period ended 30 June 2005 amounting to $5,098,500, and their respective shares in the amount of $897,400 from the unencumbered balance of $3,716,200 for the period ended 30 June 2005, to be applied to meeting the current and future after-service health insurance liabilities of the United Nations; (b) To decide on the treatment of the remaining unencumbered balance of $2,818,800 for the period ended 30 June 2005. Resource variance amounts are expressed in thousands of United States dollars. __________________ __________________  \* MERGEFORMAT 2 \* MERGEFORMAT 3 United Nations A/60/629 General Assembly Distr.: General 22 December 2005 Original: English 05-66220 (E) 170106 *0566220* Summary The present report contains the performance report on the budget of the United Nations Interim Force in Lebanon (UNIFIL) for the period from 1 July 2004 to 30 June 2005. The total expenditure for UNIFIL for the period from 1 July 2004 to 30 June 2005 has been linked to the mission’s objective through a number of results-based frameworks, grouped by components, namely, operations and support. Performance of financial resources (Thousands of United States dollars. Budget year is from 1 July 2004 to 30 June 2005.) Variance Category Apportionment Expenditure Amount Percentage Military and police personnel 40 637.0 40 509.1 127.9 0.3 Civilian personnel 31 946.6 30 441.7 1 504.9 4.7 Operational costs 20 376.7 18 293.3 2 083.4 10.2 Gross requirements 92 960.3 89 244.1 3 716.2 4.0 Staff assessment income 4 685.4 4 164.1 521.3 11.1 Net requirements 88 274.9 85 080.0 3 194.9 3.6 Voluntary contributions in kind (budgeted) — — — — Total requirements 92 960.3 89 244.1 3 716.2 4.0 Human resources incumbency performance Category Approveda Actual (average) Vacancy rate (percentage)b Military observers — — — Military contingents 2 000 2 004 (0.2) Civilian police — — — Formed police units — — — International staff 125 104 16.9 National staff 303 292 3.6 United Nations Volunteers — — — Government-provided personnel — — — Civilian electoral observers — — — a Represents the highest level of authorized strength. b Based on monthly incumbency. The actions to be taken by the General Assembly are set out in section V of the present report. Performance of financial resources (Thousands of United States dollars. Budget year is from 1 July 2004 to 30 June 2005.) Variance Category Apportionment Expenditure Amount Percentage Military and police personnel 19 326.8 19 397.8 (71.0) (0.4) Civilian personnel 8 678.1 7 166.1 1 512.0 17.4 Operational costs 12 897.2 14 256.0 (1 358.8) (10.5) Gross requirements 40 902.1 40 819.9 82.2 0.2 Staff assessment income 1 175.4 1 073.9 101.5 8.6 Net requirements 39 726.7 39 746.0 (19.3) (0.0) Voluntary contributions in kind (budgeted) — — — — Total requirements 40 902.1 40 819.9 82.2 0.2 Human resources incumbency performance Category Approveda Actual (average) Vacancy rate (percentage)b Military observers — — — Military contingents 1 047 1 031 0.6 Civilian police — — — Formed police units — — — International staff 42 36 14.1 National staff 92 91 1.5 United Nations Volunteers — — — Government-provided personnel — — — Civilian electoral observers — — — a Represents the highest level of authorized strength. b Based on monthly incumbency. The actions to be taken by the General Assembly are set out in section V of the present report. A/60/629 A/60/629