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UNU Work Programme and Budget Estimates for the 2018-2019
Biennium
UNU/C/68/LP.07A
UNU Work Programme and Budget
Estimates for the 2018-2019 Biennium
Distr.: Limited 4 December 2017
Original: English
Council of the United Nations University Sixty-eighth
Session
4 – 5 December 2017 Tokyo, Japan
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Contents
PAGE PARAGRAPH
I. OVERVIEW OF THE WORK PROGRAMME AND BUDGET FOR B2018-2019 4
1-3
PRIORITIES 2018-2019 4 4-15
II. ORGANISATION OF THE UNITED NATIONS UNIVERSITY B2018-2019
6
UNU ORGANISATIONAL CHART 6 16
GOVERNANCE 7 17-27
UNU CENTRE 8 28-32
DESCRIPTION OF UNU INSTITUTES 9 33-49
III. BUDGET OF THE UNITED NATIONS UNIVERSITY B2018-2019 13
OVERVIEW 13 50-55
EXPENDITURE ESTIMATES 15 56-80
INCOME ESTIMATES 22 81-102
BUDGET FOR MANAGING AND MAINTAINING THE UNU HEADQUARTERS
BUILDING IN TOKYO 28 103-107
FOREIGN EXCHANGE EXPOSURE 30 108-110
BUDGET AUTHORISATIONS GIVEN BY THE UNU COUNCIL TO THE RECTOR 30
111
IV. WORK PROGRAMME OF THE UNITED NATIONS UNIVERSITY B2018-2019
31
UNU-BIOLAC PROGRAMME AND BUDGET 2018-2019 32
UNU-CPR PROGRAMME AND BUDGET 2018-2019 34
UNU-CRIS PROGRAMME AND BUDGET 2018-2019 36
UNU-CS PROGRAMME AND BUDGET 2018-2019 39
UNU-EGOV PROGRAMME AND BUDGET 2018-2019 42
UNU-EHS PROGRAMME AND BUDGET 2018-2019 44
UNU-FLORES PROGRAMME AND BUDGET 2018-2019 47
UNU-GCM PROGRAMME AND BUDGET 2018-2019 50
UNU-IAS PROGRAMME AND BUDGET 2018-2019 53
UNU-IIGH PROGRAMME AND BUDGET 2018-2019 56
UNU-INRA PROGRAMME AND BUDGET 2018-2019 59
UNU-INWEH PROGRAMME AND BUDGET 2018-2019 62
UNU-MERIT PROGRAMME AND BUDGET 2018-2019 64
UNU-WIDER PROGRAMME AND BUDGET 2018-2019 67
V. SUMMATIVE WORK PROGRAMME TABLES AND GRAPHS B2018-2019 70
WORK PROGRAMME B2018-2019 BY UNU INSTITUTE 70 112
RESEARCH PROGRAMME THEMES 73 113
EXPENDITURE FOR ACADEMIC ACTIVITIES BY UNU INSTITUTE 74 114
INTERNAL COLLABORATION MATRIX B2018-2019 75 115
EXTERNAL COLLABORATION MATRIX B2018-2019 76 116
EXPENDITURE B2018-2019 BY BUDGETARY FUND 78 117
ANNEXES 79
ANNEX I: SUMMARY TABLE OF THE UNU BUDGET PROPOSAL FOR B2018-2019
79
ANNEX II: SUMMARY TABLE OF THE UNU BUDGET PROPOSAL FOR
B2018-2019 (BY YEAR) 80
ANNEX III: UNU STAFFING TABLE COMPARISON OF FUNDED POSTS BETWEEN
INITIAL B2016-2017 AND ESTIMATED B2018-2019 BY LOCATION AND
LEVEL
81
ANNEX IV: UNU STAFFING TABLE FOR ESTIMATED B2018-2019 82
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List of Abbreviations and Acronyms
B2008-2009 2008-2009 Biennium
B2010-2011 2010-2011 Biennium
B2012-2013 2012-2013 Biennium
B2014-2015 2014-2015 Biennium
B2016-2017 2016-2017 Biennium
B2018-2019 2018-2019 Biennium
BMBF German Federal Ministry of Education and
Research
BMZ German Federal Ministry for Cooperation
c/f Carried Forward
C3 UNU Campus Computing Centre
CBD Convention on Biological Diversity
CEB United Nations System Chief Executives
Board
CONDIR Conference of Directors of UNU Research
and Training Centres / Programmes
COP Conference of the Parties
CPLP Community of Portuguese-speaking
Countries
DFS United Nations Department of Field
Support
ECLAC United Nations Economic Commission for
Latin America and the Caribbean
EMSVA Environmental Migration, Social
Vulnerability and Adaptation
EQUALS Global Partnership for Digital Gender
Equality
ESCAP United Nations Economic and Social
Commission for Asia and the Pacific
ESCWA United Nations Economic and Social
Commission for West Asia
EU European Union
EVES Environmental Vulnerability and
Ecosystem Services
FAO Food and Agriculture Organization of the
United Nations
FAP UNU Financial Assistance Programme
GEF Global Environment Facility
GIZ
Deutsche Gesellschaft für Internationale
Zusammenarbeit (German development
agency)
GMG Global Migration Group
GWP Global Water Partnership
HLCP High-Level Committee on Programmes
IADB Inter-American Development Bank
IBEI Institut Barcelona d'Estudis Internacionals
ICEGOV International Conference on Theory and
Practice of Electronic Governance
ICT Information and communications
technology
ICTD Information and Communication
Technologies Division (of DFS)
IDR UNIDO Industrial Development Report
IGES Institute for Global Environmental
Strategies
IHA International Hydropower Association
ILO International Labour Organization
IMF International Monetary Fund
IOM International Organization for Migration
IPBES Intergovernmental Platform on
Biodiversity and Ecosystem Services
IPCC Intergovernmental Panel on Climate
Change
IPSAS International Public Sector Accounting
Standards
ITU International Telecommunication Union
IUCN International Union for Conservation of
Nature
IWMI International Water Management Institute
MEXT Ministry of Education, Culture, Sports,
Science and Technology of Japan
MOFA Ministry of Foreign Affairs of Japan
NCDs Non-Communicable Diseases
NGO Non-Governmental Organization
OC UNU Office of Communications
OECD Organisation for Economic Co-operation
and Development
OHCHR Office of the United Nations High
Commissioner for Human Rights
PAU Panafrican University
PSS Policy Support System
SAC Scientific Advisory Committee
SDG Sustainable Development Goal
SNV Netherlands Development Organisation
SPC Specific Project Contribution
STI Science, Technology and Innovation
TICAD Tokyo International Conference of Africa’s
Development
TU Dresden Technische Universität Dresden
UGent Ghent University
UN United Nations
UN-ACT United Nations Action for Cooperation
Against Trafficking in Persons
UNAIDS Joint United Nations Programme on
HIV/AIDS
UNCCD United Nations Convention to Combat
Desertification
UNCTAD United Nations Conference on Trade and
Development
UN DESA United Nations Department of Economic
and Social Affairs
UNDP United Nations Development Program
UNECE United Nations Economic Commission for
Europe
UNEP United Nations Environment Programme
UNESCO United Nations Educational, Scientific and
Cultural Organization
UNESCO-IHE IHE Delft Institute for Water Education
UNESCO-IHP UNESCO International Hydrological
Programme
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UNFCCC UN Framework Convention on Climate
Change
UNFPA United Nations Population Fund
UN-HABITAT United Nations Human Settlements
Programme
UNHCR United Nations High Commissioner for
Refugees
UNIC United Nations Information Centre
UNICEF United Nations Children's Fund
UNIDO United Nations Industrial Development
Organization
UNISDR United Nations Office for Disaster Risk
Reduction
UNITAR United Nations Institute for Training and
Research
UNOPS United Nations Office for Project Services
UNOSD UN Office for Sustainable Development
UNU United Nations University
UNU Centre United Nations University Centre
UNU HQ UNU Headquarters in Tokyo
UNU-BIOLAC UNU Biotechnology Programme for Latin
America and the Caribbean
UNU-CPR UNU Centre for Policy Research
UNU-CRIS UNU Institute on Comparative Regional
Integration Studies
UNU-CS UNU Computing and Society
UNU-EGOV Operating Unit on Policy-Driven Electronic
Governance
UNU-EHS UNU Institute for Environment and Human
Security
UNU-FLORES UNU Institute for Integrated Management
of Material Fluxes and of Resources
UNU-FTP UNU Fisheries Training Programme
UNU-GCM UNU Institute on Globalization, Culture
and Mobility
UNU-GEST UNU Gender Equality Studies and Training
Programme
UNU-GTP UNU Geothermal Training Programme
UNU-HQ UNU Headquarters
UNU-HQ Bldg UNU Headquarters Building (in Tokyo)
UNU-IAS UNU Institute for the Advanced Study of
Sustainability
UNU-IIGH UNU International Institute for Global
Health
UNU-INRA UNU Institute for Natural Resources in
Africa
UNU-INWEH UNU Institute for Water, Environment and
Health
UNU-IRADDA UNU Institute for Sustainable
Development
UNU-ISP
United Nations University Institute for
Sustainability and Peace
(former, now UNU-IAS)
UNU-LRT UNU Land Restoration Training
Programme
UNU-MERIT
UNU Maastricht Economic and Social
Research Institute on Innovation and
Technology
UNU-ONY UNU Office at the United Nations in New
York
UNU-ViE UNU Vice-Rectorate in Europe
UNU-WIDER UNU World Institute for Development
Economics Research
UN-Water United Nations Water
UNW-DPC UN-Water Decade Programme on Capacity
Development
UN-Women United Nations Entity for Gender Equality
and the Empowerment of Women
UNWTO World Tourism Organization
USD United States Dollar
VARMAP Vulnerability Assessment, Risk
Management and Adaptive Planning
VUB Vrije Universiteit Brussel
WB World Bank
WESA Water and Energy Security for Africa
WFP World Food Programme
WHO World Health Organization
WLC Water Learning Centre
WMO World Meteorological Organization
WWB Water Without Borders
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I. Overview of the Work Programme and Budget for B2018-2019
1. The work programme and budget of the United Nations
University (UNU) for the 2018-2019 biennium (B2018-2019) furthers
the objectives laid out in UNU’s Strategic Plan 2015-2019, adopted
by the UNU Council at its 62nd session, in December 2014.
2. The budget income projections for Specific Programme
Contributions (SPCs) and operating
contributions for B2018-2019 have been formulated with extreme
prudence, in line with Advisory Committee on Administrative and
Budgetary Questions document AC/1760 dated 23 November 2011
(paragraph 7) and previous budgeting practice at UNU. The
projections represent the lowest estimate based on information
available at the time of budgeting. UNU expects to receive
additional contributions during B2018-2019 to support existing and
new research activities, as in previous budget cycles.
3. This document is structured as follows:
- Chapter I – Overview of the Work Programme and Budget for
B2018-2019, which articulates
the University’s priorities and objectives for 2018-2019. -
Chapter II – Organisation of the United Nations University
B2018-2019, which contains
detailed descriptions of UNU entities. - Chapter III – Budget of
the United Nations University B2018-2019, comprising the
overall
University budget. - Chapter IV – Work Programme of the United
Nations University B2018-2019, which
provides detailed programme and budget information for each UNU
institute. - Chapter V – Summative Work Programme Tables and Graphs
B2018-2019, comprises a
graphic overview of information provided in the previous
chapter. Priorities 2018-2019
4. The University set out a programme of change in its Strategic
Plan 2015-2019 in order to re-align UNU activities with the
University’s core mission as defined by the UNU Charter, Article 1,
paragraph 2: “The University shall devote its work to research into
the pressing global problems of human survival, development and
welfare that are the concern of the United Nations and its
agencies, with due attention to the social sciences and the
humanities as well as natural sciences, pure and applied.”
5. The UNU budget for B2018-2019 seeks to build on the
achievements made in the first three
years of the Strategic Plan and integrate lessons learned to
deliver research excellence and ensure ever greater policy
relevance. Research conducted by the University in B2016-2017
culminated in major reports and policy briefs, which helped shape
several important policy discussions, such as the World
Humanitarian Summit in February 2016, and a United Nations Security
Council debate on human trafficking and forced labour in March
2017.
6. Rigorous strategic planning allows UNU to continue its bid
for greater relevance in the United
Nations system, and in academic and policymaking communities.
The University is streamlining the focus and size of programmes and
projects to better serve its stakeholders. Since 2016, new
benchmarks have been put in place to ensure that UNU’s strategic
priorities are being advanced.
7. The increased frequency of Council sessions has resulted in a
more substantive and effective
partnership with the scientific experts that make up the
Council. Oversight of UNU programmes has strengthened owing to the
Council’s improved familiarity with the UNU’s activities and
goals.
8. In 2018-2019, the University’s academic programme will focus
on three principal themes: peace
and governance; environment, climate and energy; and global
development and inclusion. These
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themes were carefully selected to align with the key challenges
and questions facing humanity. They allow UNU to maintain a
disciplined, yet comprehensive approach to its research
programming.
9. The Strategic Plan 2015-2019 calls for new, innovative
research programming that aligns with
the needs of policymakers on topics of special relevance to
them. The 2018-2019 academic programme will address all 17
Sustainable Development Goals leveraging the specialised expertise
of UNU’s global system of research institutes which cover a broad
range of thematic topics.
10. UNU will continue to be a key actor in the area of
migration. In 2017, UNU severed as the Chair
of the Global Migration Group (GMG)—an inter-agency group
bringing together heads of United Nations entities to promote the
wider application of all relevant international and regional
instruments and norms relating to migration, and encourage the
adoption of more coherent, comprehensive and better coordinated
approaches to the governance of international migration. UNU
coordinated the preparation of issue briefs for the six migration
thematic sessions mandated by New York Resolution (A/RES/71/280),
which will guide policy discussions on migration into 2018.
Migration will continue to be an important area of research, with
more than one-fifth of UNU’s research programmes expected to engage
in migration-related academic activities during B2018-2019.
11. The University is increasingly called upon to provide
insightful, future-oriented policy research
and advice. UNU is ensuring that its personnel are able and
ready to deliver research that meets the pressing needs of the
United Nations and the United Nations Secretariat. In March 2017,
the High-Level Committee on Programmes (HLCP) of the United Nations
System Chief Executives Board for Coordination (CEB) invited UNU to
provide research on frontier issues, and requested a paper on the
governance of cybersecurity.
12. The UNU Council adopted in April 2017, a new policy on
gender equality, which aims to achieve
full gender parity within the University by 2021—a target that
would exceed the recommendation in the Secretary-General’s
System-Wide Strategy on Gender Parity. In B2016-2017, the
University significantly improved gender balance at senior levels
and extended paid parental leave entitlements to holders of
Personnel Service Agreement (PSA) contracts.
13. Going forward, the University expects at least a 10 per cent
increase in new funding for specific academic projects for
B2018-2019 compared to B2016-2017 (Graph 6). Furthermore, UNU is
forecasting an increase in expenditure for academic activities in
B2018-2019, thereby drawing less on reserves and core funding.
14. On the advice of the UNU Council, the University has taken
actions to improve the financial performance of its Endowment Fund.
From 2017, the Endowment Fund will be managed by a new fund manager
using a passive index management strategy. In addition, the
University has voluntarily lowered its rate of withdrawal from the
Fund (from 5 percent to 4.75 percent of the average five-year
market value) in order to ensure its long-term sustainability.
15. In August 2017, UNU Rector was appointed by the
Secretary-General to serve a second term as
Rector of the University. This appointment will ensure that UNU
continues to deliver on its programme of change, initiated in
2013.
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II. Organisation of the United Nations University B2018-2019 UNU
Organisational Chart
16. The organisational chart below depicts the entities of
UNU.
UNU Representation
at UNESCO
Campus Computing Centre
(C3)
Office of Communications
Office of the Rector
Human Resources Services
Operations Services
Conference & Facilities
Management
Budget & Finance Services
Management Group
Academic Committee &
CONDIR
UNU Council
Rector
Director of Administration
Vice-RectorEurope
Senior Vice-Rector Executive OfficerResearch
Institutes and Programmes
UNU-BIOLACUNU-CPRUNU-CSUNU-EGOVUNU-EHSUNU-FLORESUNU-GCMUNU-IASUNU-IIGHUNU-INRAUNU-INWEHUNU-IRADDAUNU-MERITUNU-WIDERUNU
Iceland Programmes
Operating Units
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Governance
UNU Council
17. The UNU Council is the governing board of the University.
Members are appointed by the Secretary-General of the United
Nations and the Director-General of the United Nations Educational,
Scientific and Cultural Organization (UNESCO) and serve in their
individual capacity (not as representatives of their countries),
normally for six-year terms. The Secretary-General of the United
Nations, the Director-General of UNESCO and the Executive Director
of United Nations Institute for Training and Research (UNITAR) are
ex-officio members of the Council.
18. The Council formulates principles and policies that govern
the activities and operations of the University in accordance with
the UNU Charter. It adopts statutes for the application of the UNU
Charter and decides upon the setting up or incorporation of
research institutes in developed or developing countries and
establishes standards for their operation.
19. The Council comprises an Executive Committee as well as a
Committee on Finance, Budget and Human Resources. The latter
considers the work programme and the budget of the University on
the basis of proposals submitted to it by the Rector, which the
Council subsequently approves. The Council reports to the United
Nations General Assembly, the United Nations Economic and Social
Council, and the Executive Board of UNESCO.
20. As of October 2017, the Council consists of 12 members, the
Rector and three ex-officio members and is gender-balanced.
Following reform efforts in early 2016, the Council membership was
reduced to half, from 24 to 12 members, while the frequency of its
meetings was increased to twice per year.
Office of the Rector
21. The Office of the Rector supports the Rector in his capacity
as the chief academic and administrative officer of UNU and assists
in executive management and coordination of the UNU system. This
includes responsibilities for the University's direction,
organisation, administration, programme and institutional
development.
22. The Office provides an overall supporting role for
governance and policy development within the UNU system, in
particular through the UNU Council and its Executive Committee,
Advisory Boards and Committees of the UNU institutes, the
Management Group, the Conference of Directors of UNU Research and
Training Centres/Programmes (CONDIR), and the Academic Committee.
It also manages the legal affairs of the University with the
support of legal advisors.
23. The Office of the Rector maintains a close relationship with
the main host government of Japan, in particular the Ministry of
Foreign Affairs (MOFA) and the Ministry of Education, Culture,
Sports, Science and Technology (MEXT), the Ministry of the
Environment, and the Ministry of Agriculture.
24. A representative to UNESCO, based in Paris, France, serves
in a liaison capacity between UNU and UNESCO.
Management Group
25. The Management Group is a forum of senior UNU personnel that
considers policy development, strategy, planning, and other
priority issues. The Group is chaired by the UNU Rector and
includes the Senior Vice-Rector, the Vice-Rector, the Director of
Administration, and the Executive Officer. The Group meets on a
regular basis to review developments and evaluate the evolving
needs of the University.
26. The Senior Vice-Rector, based in Tokyo, supports management
initiatives UNU-wide and maintains UNU’s scientific partnership
with the University of Tokyo and oversees a number of broader
relationships in Japan, including with government ministries and
the general public.
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27. UNU operates a Vice-Rectorate in Europe (UNU-ViE), located
in Bonn, Germany. Established in May 2007, UNU-ViE strengthens the
presence of UNU in Europe. The Vice-Rectorate is dedicated to
developing knowledge-based sustainable solutions for global
problems and is an active organiser of international science policy
dialogues for sustainability. UNU-ViE also hosts UNU’s e-waste
research initiative, Sustainable Cycles (SCYCLE).
UNU Centre
28. The global UNU system is coordinated by UNU Centre, which is
comprised of the Office of the Rector, the Vice-Rectorate in
Europe, UNU Administration, the Office of Communications, the
Campus Computing Centre, the Centre for Policy Research (UNU-CPR),
the Operating Unit on Policy Driven Electronic Governance
(UNU-EGOV), and UNU’s representation at UNESCO.
Administration
29. UNU Administration provides services related to budget and
finance, human resources, procurement, management of the enterprise
resource planning system, operations, and conference and facilities
management. While most UNU institutes have in-house administrative
capacity, UNU Administration is responsible for, inter alia,
developing unified standards and formats, handling headquarters
functions – like the production of financial statements - managing
the treasury system, and budget reporting to the UNU Council.
30. UNU Administration, located in Tokyo and its Global Business
Centre, located in Kuala Lumpur, provide multi-function
transactional services to the entire UNU system.
Office of Communications
31. The Office of Communications (OC) develops and leads the
University’s communications strategy including digital
communications, visual identity, media relations, stakeholder
outreach, and content development in English and Japanese. OC works
in close collaboration with communications focal points across the
UNU system to articulate and meet global communications goals. It
maintains UNU’s main web platforms and social media accounts, with
input from institutes and other stakeholders, and promotes UNU’s
brand and identity. It oversees global communication campaigns and
strategies, and establishes the editorial tone and style for UNU’s
many communications products. OC also coordinates media relations
activities, often in collaboration with focal points and
partners.
Campus Computing Centre
32. The Campus Computing Centre (C3) is the technology arm of
the University. The Centre provides user-focused, innovative and
cost-effective shared technology solutions that assist UNU and its
institutes in achieving their respective missions. C3 oversees,
implements, advances and maintains the University’s technology
infrastructure and services. Its main office is in Tokyo, where it
also hosts UNU’s main data centre. C3 relies on a second data
centre in Germany to ensure faster services for institutes in
Europe and Africa, and as a proven back-up site for Tokyo.
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Description of UNU Institutes
UNU Biotechnology Programme for Latin America and the Caribbean
(UNU-BIOLAC), Caracas, Venezuela
33. In line with UNU´s goals and operational activities,
UNU-BIOLAC focuses on solving priority problems for the Latin
American and Caribbean region through the application of
biotechnology. The Programme aims to build local research capacity,
create knowledge, and be a biotechnology think tank for the United
Nations system. Once a year, the Programme Coordinator reviews the
scientific needs of the region with the support and advice of the
Scientific Advisory Committee (SAC) appointed by the Rector. During
SAC meetings, Programme priority areas are revised to maximise
effectiveness. UNU-BIOLAC is hosted by the Venezuelan Government
through the Ministry of Higher Education, Science and Technology,
at the premises of the Instituto de Estudios Avanzados (IDEA), a
major science and technology hub.
UNU Centre for Policy Research (UNU-CPR), New York, United
States of America
34. The relaunched UNU-CPR in New York will generate policy
research to inform major UN debates in the areas of international
peace and security, sustainable development and emerging global
governance issues. The Centre’s 2018-2019 programme of work will
focus on three research areas: (i) the nature of, and solutions to,
violence and conflict; (ii) inclusion and inequality in sustainable
development and, (iii) emerging global governance issues, such as
migration, cyberspace and artificial intelligence.
35. UNU-CPR (New York) also offers strategic representational
support to the UNU Rector and all institutes within the UNU system.
UNU-CPR (New York) results from the merger of the UNU Centre for
Policy Research (UNU-CPR) in Tokyo and the UNU Office at the United
Nations in New York (UNU-ONY). The consolidated Centre in New York
will be better positioned to be a go-to think tank for key United
Nations actors.
UNU Institute on Comparative Regional Integration Studies
(UNU-CRIS), Bruges, Belgium
36. UNU-CRIS focuses on the provision of global and regional
public goods, and on processes and consequences of intra- and
inter-regional integration. The Institute generates policy-relevant
knowledge on new forms of governance and cooperation, and builds
capacity to address challenges at the global and regional levels.
UNU-CRIS acts as a resource for the United Nations system, with
strong, collaborative links to United Nations entities dealing with
the provision and management of international and regional public
goods. The Institute works in partnership with institutes and
initiatives throughout the world focused on integration,
governance, stability and cooperation.
UNU Institute on Computing and Society (UNU-CS), Macau SAR,
China
37. UNU-CS operates at the intersection of information and
communication technologies and international development. The
Institute addresses key challenges faced by developing societies
through high-impact innovations in computing and communication
technologies by: (i) investigating and inventing human-centred
information and communication technologies in the areas of
sustainability, development, governance, peace and security, human
rights and human dignity; (ii) making an impact on policymakers,
within the United Nations system and beyond, through actionable
knowledge and thought-leadership; (iii) nurturing the next
generation of inter-disciplinary computing, social scientists and
engineers in developing countries; and (iv) embracing the dynamism
of the city of Macau and the Pearl River Delta region.
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Operating Unit on Policy-Driven Electronic Governance
(UNU-EGOV), Guimarães, Portugal
38. Hosted by the University of Minho, UNU-EGOV focuses on the
intersection of governance, technology and development. Its mission
is to transform governance mechanisms and build effective
governance capabilities through the strategic application of
digital technologies, to contribute to social, economic,
environmental, and peace and security dimensions of sustainable
development. UNU-EGOV pursues this mission by conducting
policy-relevant research; translating research findings into policy
instruments; building capacity in localising and applying such
instruments within and across relevant governmental and
intergovernmental organisations; building and maintaining research
and policy networks; and monitoring, evaluating and disseminating
the latest developments in the area.
UNU Institute for Environment and Human Security (UNU-EHS),
Bonn, Germany
39. The mission of UNU-EHS is to conduct cutting edge research
on risks and adaptations related to environmental hazards and
global change. The Institute’s research promotes policies and
programmes to reduce these risks while also considering the
interplay between environmental and societal factors. UNU-EHS
research focuses on several areas, including: climate change
adaptation through insurance-related approaches; environmentally
induced migration and social vulnerability; ecosystem services and
environmental deterioration processes; and models and tools to
analyse vulnerability and risks linked to natural hazards with a
focus on urban space and rural-urban interfaces. The Institute’s
research is conducted with the underlying goal of connecting
solutions to development pathways. Beyond its research, UNU-EHS is
engaged in education. It offers a joint Master of Science degree
programme, The Geography of Environmental Risks and Human Security
with the University of Bonn, and it hosts international PhD
projects and courses on the global issues of environmental risks
and sustainable development.
UNU Institute for Integrated Management of Material Fluxes and
of Resources (UNU-FLORES), Dresden, Germany
40. UNU-FLORES develops strategies to resolve pressing problems
in the sustainable use and integrated management of environmental
resources (water, soil and waste). Focusing on the needs of the
United Nations and its Member States, particularly developing
countries and emerging economies, the Institute engages in
research, capacity development, advanced teaching and training, and
the dissemination of knowledge. In all its activities, UNU-FLORES
strives to fulfil its mission of advancing the Nexus Approach, an
interdisciplinary methodology on the sustainable management of
environmental resources.
UNU Institute on Globalization, Culture, and Mobility (UNU-GCM),
Barcelona, Spain
41. UNU-GCM supports good governance, cultural diversity,
democracy and human rights by promoting a better understanding of
the socio-cultural aspects of migration in the context of
globalization. To achieve this, it generates evidence-based
knowledge to support the formulation of migration policies at
global, regional and local levels. Policy-relevant research at
UNU-GCM focuses on intercultural dialogue, statelessness, gender,
and the establishment of diverse diasporas in urban centres.
Located at the World Heritage Site of Sant Pau in Barcelona, the
Institute’s focus during B2018-2019 will be on the major cultural
and social phenomena of migration; specifically the questions of
inclusion, work and technology, and the role of cities in migration
governance.
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UNU Institute for the Advanced Study of Sustainability
(UNU-IAS), Tokyo, Japan
42. The mission of UNU-IAS is to advance efforts to achieve a
more sustainable future. The Institute serves the international
community by generating policy-oriented research and capacity
development on sustainability issues, and by informing relevant
policymaking and debates within the United Nations system. The
activities of the Institute span three thematic areas:
transformations toward sustainable societies; natural capital and
biodiversity; and global change and resilience. Through its
postgraduate education programmes, UNU-IAS develops international
leaders with the interdisciplinary skills needed to advance
creative solutions to sustainability problems. The Institute offers
masters and doctoral degrees, postdoctoral fellowships and
innovative short courses, in close collaboration with leading
universities in Japan and other countries. Moreover, UNU-IAS
maintains an operating unit in Ishikawa / Kanazawa, Japan.
UNU International Institute for Global Health (UNU-IIGH), Kuala
Lumpur, Malaysia
43. The mission of UNU-IIGH is to undertake research, capacity
development and the dissemination of knowledge on key issues
related to human health. The Institute helps develop and strengthen
health policies – particularly for people in developing countries –
to support the implementation of preventive approaches to human
health. UNU-IIGH advances eco-social understandings of human
health, an approach that acknowledges the economic and social
foundations of health. The Institute is also actively involved in
capacity building and research training, and provides opportunities
for students in partnership with institutions around the world. The
Institute is based at the Universiti Kebangsaan Malaysia (National
University of Malaysia) Medical Centre.
UNU Institute for Natural Resources in Africa (UNU-INRA), Accra,
Ghana
44. UNU-INRA’s vision is to become Africa’s leading research,
teaching, and capacity strengthening institution in natural
resources management. Through its close collaboration with leading
national universities and research institutions in Africa, the
Institute contributes to the sustainable development of the
continent’s natural resources. In doing so, it aims to preserve the
environment, mitigate the effects of climate change, and realise a
better quality of life for the people of Africa. Specifically,
UNU-INRA conducts research on renewable natural resources for
efficient and sustainable use; green economy; and the facilitation
of good governance and management of non-renewable natural
resources in Africa. UNU-INRA also maintains operating units
in:
- Cameroon – management of big data (in natural resources
management);
- Cote d’Ivoire – environmental economics and political economy
(of natural resources
management);
- Namibia – aquatic resources and aquaculture;
- Senegal – value addition and technological innovations (for
natural resources management);
and
- Zambia – mineral resources value chain.
-
12
UNU Institute for Water, Environment and Health (UNU-INWEH),
Hamilton, Canada
45. UNU-INWEH’s mission is to help resolve pressing water
challenges through the critical analysis and synthesis of existing
bodies of scientific discovery; targeted research to identify
emerging policy issues; the application of on-the-ground scalable
science-based solutions to water issues; and global and regional
outreach. The Institute engages in water initiatives that help
developing countries reduce poverty, improve human wellbeing,
ensure environmental sustainability and growth, and foster gender
equity. UNU-INWEH’s research programme covers a range of
water-related issues, including: supporting Member States in
achieving water-related SDGs; assessing the role of unconventional
sources of water in the alleviation of water scarcity; addressing
the water-food-energy-environment nexus and water-related security
issues; managing water-related health and environmental risks; and
reducing the risk of water-related disasters, such as floods and
droughts, and increasing resilience against them.
UNU Institute for Sustainable Development (UNU-IRADDA), Algiers,
Algeria
46. UNU-IRADDA’s mission will be to help resolve pressing
challenges related to sustainable development, particularly on the
African continent. Its focus is intended to be on the social,
economic and cultural dimensions of sustainable development and its
governance.
UNU Maastricht Economic and Social Research Institute on
Innovation and Technology, (UNU-MERIT) Maastricht, The
Netherlands
47. UNU-MERIT is a joint research and training institute of UNU
and Maastricht University. The Institute explores the social,
political and economic factors that drive technological innovation,
focusing on creation, diffusion and knowledge access. Working with
its School of Governance (MGSoG), UNU-MERIT covers all aspects of
governance in domestic and global organisations, from risk
assessment to policy analysis, design and evaluation. The missions
of the Institute are: to research how countries can balance the
unequal global playing field of the 21st century, without
increasing inequality and social exclusion; to analyse knowledge
flows at the regional and global levels, and their impact on local
development, employment and productivity; and to train specialists,
who combine academic scholarship with leadership, to strengthen
democratic governance in domestic and international
organizations.
UNU World Institute for Development Economics Research
(UNU-WIDER), Helsinki, Finland
48. UNU-WIDER is a global leader in development economics
research. The Institute provides independent and interdisciplinary
research and policy analysis on issues that affect the living
conditions of the developing world. UNU-WIDER aims to help resolve
pressing concerns related to human survival, peace, economic
development and social welfare. The Institute's work is presently
focused on the challenges of transformation, inclusion and
sustainability, and the cross-cutting topics of Africa, gender, and
development finance. The Institute runs a global network and
provides a forum for knowledge sharing, discussion, and debate
between researchers and development professionals. It also offers
capacity-building and training for researchers and decision-makers
in economics and social development. UNU-WIDER’s three key
audiences are researchers, policy-makers in developing countries,
and the international development community at large.
Associated Programmes in Reykjavik, Iceland
49. Four Iceland-based training programmes on Geothermal Energy
(GTP), Fisheries (FTP), Land Restoration (LRT), and Gender Equality
(GEST) also complement the University’s training efforts. Financing
for these programmes is provided entirely by the Government of
Iceland and does not transit through UNU accounts.
-
13
III. Budget of the United Nations University B2018-2019
Overview
50. The UNU B2018-2019 budget has been formulated with extreme
prudence and represents the lowest estimate based on prevailing
information at the time of the release of this document.
51. The budget proposal for B2018-2019 amounts to USD 108.5
million. The proposal underlines thematic and strategic
prioritisation, improved resource efficiency, and the streamlining
of organisational processes.
52. The estimate for B2018-2019 represents a 1.7 per cent
deviation from the mean budget for the past ten years (Actual
B2008-2009 to Initial B2016-2017). This demonstrates the value the
international community attributes to UNU, as it has maintained
relatively constant levels of support.
53. The following Table 1 shows a summary of the key financial
indicators.
B2018-2019 Budget Table
(in thousands of USD) Table 1
Cost Category Initial
B2016-20171 Revised
B2016-20172 Estimated
B2018-2019
Revised B2016-2017 over
Initial B2016-2017 %
Estimated B2018-2019 over Initial
B2016-2017 %
Academic Programme 22,231 19,274 16,017 -13.3% -28.0% Staffing
Table Costs 30,443 28,585 28,615 -6.1% -6.0% Other Personnel Costs
10,905 9,591 10,112 -12.0% -7.3% General Expenses 19,187 18,833
19,449 -1.8% 1.4% Total Core Budget 82,766 76,283 74,193 -7.8%
-10.4% Specific Projects (SPC-Funded) 34,807 34,807 34,268 0.0%
-1.5%
GRAND TOTAL 117,573 111,090 108,461 -5.5% -7.8%
Budget Financing (Income)
Income from Endowment Fund 33,281 32,699 32,431 -1.7% -2.6%
Cumulative Surplus Carried Forward 12,841 10,060 8,455 -21.7%
-34.2% Operating Contributions 33,914 30,233 30,957 -10.9% -8.7%
Other Income 2,730 3,291 2,350 20.5% -13.9% Total Core Income
82,766 76,283 74,193 -7.8% -10.4% Specific Project Contributions
(SPC) 34,807 34,807 34,268 0.0% -1.5%
GRAND TOTAL 117,573 111,090 108,461 -5.5% -7.8%
1 Reflects the initial budget estimates, approved by the Council
at its 64th session in December 2015. 2 Refers to the B2016-2017
budget, initially approved by the Council at its 64th session and
subsequent approved revisions.
-
14
UNU Budget Over Ten Years
UNU Budget Over Ten Years
54. Of the total B2018-2019 expenditure, an estimated 64.6 per
cent (USD 70.1 million) is allocated to academic activities,
including personnel. The breakdown is as follows:
(i) Academic Programme (core-funded): USD 16.0 million;
(ii) Specific Projects (SPC-funded): USD 34.3 million;
(iii) Staffing Table (academic personnel): USD 15.6 million;
and
(iv) Other Personnel costs (academic personnel): USD 4.2
million.
55. The UNU budget has seen a growth of 17.6 per cent over ten
years (Actual B2008-2009 to Initial B2016-2017), with SPCs
increasing by 3.3 per cent over the same period, as summarised in
Graph 1. The growth is attributable to the establishment of new
institutes, programmes and operating units, such as UNU-IIGH
(2007), UNU-GCM (2012), UNU-FLORES (2012), UNU-IRADDA (2014), and
UNU-EGOV (2014).
Graph 1
-
15
Expenditure Estimates
56. Estimated expenditures are categorised as core-funded or
SPC-funded expenditures. Only core budget expenditures are approved
by the UNU Council. The Rector is authorised to accept and utilise
additional funds which may be received by the University during
B2018-2019 for the work programme that has been approved by the UNU
Council.
57. The B2018-2019 budget is comprised of fifteen budgetary
funds. Each of these represents a separate accounting entity with
self-balancing accounts and relative managerial autonomy for the
purpose of realising their specific mandates. Table 2 shows this
breakdown by budgetary fund.
B2018-2019 Expenditure by Budgetary Fund (in thousands of USD)
Table 2
Funds/Programmes Actual
B2014-2015 Initial
B2016-2017 Estimated
B2018-2019
Change over Initial
B2016-2017 %
UNU Centre3 22,966 24,024 27,129 12.9%
UNU HQ 13,911 13,119 14,153 7.9%
UNU-CPR 3,670 4,805 5,977 24.4%
UNU-EGOV 709 2,065 2,310 11.9%
UNU-ViE 4,676 4,035 4,689 16.2%
Institutes
1.UNU-BIOLAC 770 951 926 -2.6%
2.UNU-CRIS 1,198 611 1,886 208.7%
3.UNU-CS 2,513 4,741 4,744 0.1%
4.UNU-EHS 5,361 3,955 4,625 16.9%
5.UNU-FLORES 4,258 3,687 3,838 4.1%
6.UNU-GCM 1,352 1,679 1,697 1.1%
7.UNU-IAS 22,105 25,254 17,766 -29.7%
8.UNU-IIGH 3,655 4,518 4,040 -10.6%
9.UNU-INRA 2,587 3,198 1,231 -61.5%
10.UNU-INWEH 4,231 3,528 3,596 1.9%
11.UNU-IRADDA 70 4,533 984 -78.3%
12.UNU-MERIT 9,330 7,967 7,969 0.0%
13.UNU-WIDER 16,392 24,264 23,082 -4.9%
Others
UNU HQ Bldg 6,021 4,663 4,948 6.1%
FAP 40 CLOSED CLOSED -
3 For comparison purposes, the B2014-2015 actuals and B2016-2017
budget of the UNU Office in New York are included under UNU-CPR,
instead of, as previously, under UNU HQ.
-
16
Total 102,849 117,573 108,461 -7.8%
58. As the last column in Table 2 indicates, more than half of
the budgetary funds for B2018-2019 record an increase over
B2016-2017.
59. The fifteen budgetary funds can be grouped as follows:
thirteen institutes, that constitute 70.4 per cent of the total
estimated budget (USD 76.4 million) for B2018-2019; the UNU Centre,
which includes UNU HQ, UNU-CPR, UNU-EGOV and UNU-ViE constitutes
25.0 per cent of the budget (USD 27.1 million); and the UNU
headquarters building in Tokyo constitutes 4.6 per cent of the
total budget amount (USD 4.9 million). See Graph 2.
60. Additionally, the budget is divided into five cost
categories: academic programme (core-funded), staffing table, other
personnel, general expenses, and specific academic projects
(SPC-funded).
61. The cost categories for B2018-2019 are as follows: academic
programme (core-funded), 14.8 per cent; staffing table costs, 26.4
per cent; other personnel costs, 9.3 per cent; general expenses,
17.9 per cent; and, the non-core-funded, specific academic projects
(SPC-funded), 31.6 per cent. See Graph 3.
Graph 3
Graph 2
-
17
62. Table 3 shows the detailed breakdown of the B2018-2019
expenditure by budgetary fund and by cost category.
B2018-2019 Expenditure by Cost Category (in thousands of USD)
Table 3
Fund/Programmes
To
tal
Aca
dem
ic
Pro
gram
me
(Co
re -
Fu
nd
ed)
Staf
fin
g T
able
C
ost
s
Oth
er P
erso
nn
el
Co
sts
Gen
eral
Exp
ense
s
Spec
ific
Pro
ject
s (S
PC
-Fu
nd
ed)
UNU Centre 27,129 1,999 9,989 3,489 5,346 6,306
UNU HQ 14,153 954 6,784 1,674 3,322 1,419
UNU-CPR 5,977 800 1,563 381 1,123 2,110
UNU-EGOV 2,310 243 550 914 293 310
UNU-ViE 4,689 2 1,092 520 608 2,467
UNU-BIOLAC 926 610 - 121 195 -
UNU-CRIS 1,886 836 294 - 350 406
UNU-CS 4,744 377 1,258 1,285 1,824 -
UNU-EHS 4,625 320 1,387 105 422 2,391
UNU-FLORES 3,838 340 1,947 640 504 407
UNU-GCM 1,697 93 747 423 404 30
UNU-IAS 17,766 1,052 765 239 640 15,070
UNU-IIGH 4,040 657 1,744 341 944 354
UNU-INRA 1,231 180 683 65 198 105
UNU-INWEH 3,596 508 1,208 869 703 308
UNU-IRADDA 984 230 478 - 276 -
UNU-MERIT 7,969 972 2,956 587 1,597 1,857
UNU-WIDER 23,082 7,843 4,934 1,654 1,617 7,034
UNU HQ Bldg 4,948 - 225 294 4,429 -
Total Budget 108,461 16,017 28,615 10,112 19,449 34,268
Distribution (%) 100% 14.8% 26.4% 9.3% 17.9% 31.6%
(a) Academic Programme Costs
63. Academic programme costs can be broken down into (i) defined
academic programmes (including degree programme activities) and
(ii) programme development.
-
18
64. Programme development covers all activities which do not
relate to any particular project but contribute to the
accomplishment of institutes’ overall objectives.
65. The total expenditure for academic programmes in B2018-2019
is estimated at USD 50.3 million. This represents a 11.8 per cent
decrease compared to the initial B2016-2017 budget.
66. Defined academic projects and programme development comprise
96.0 per cent and 4.0 per cent respectively of total academic
programme costs. This represents a positive reconfiguration of the
ratio in favour of defined academic projects, compared to the
B2016-2017 budget (93.6 per cent and 6.4 per cent
respectively).
67. The details of the academic programme costs are as
summarised in Table 4.
B2018-2019 Academic Programme Costs (in thousands of USD) Table
4
Fund/ Programmes
Actual B2014-
2015
Initial B2016-
2017
Estimated B2018-2019
Change over
Initial B2016-
2017 %
Aca
de
mic
Pro
gra
mm
e C
ost
s
Core SPC
Def
ined
Aca
dem
ic
Pro
ject
s
Pro
gram
me
Dev
elo
pm
ent
Def
ined
Aca
dem
ic
Pro
ject
s
Pro
gram
me
Dev
elo
pm
ent
UNU Centre 4,902 5,449 8,305 1,451 548 6,306 - 52.4%
UNU HQ 1,588 1,892 2,373 754 200 1,419 - 25.4%
UNU-CPR 668 1,095 2,910 452 348 2,110 - 165.8%
UNU-EGOV 258 584 553 243 - 310 - -5.3%
UNU-ViE 2,388 1,878 2,469 2 - 2,467 - 31.5%
UNU-BIOLAC 450 618 610 610 - - - -1.3%
UNU-CRIS - - 1,242 813 23 406 - 0.0%
UNU-CS 29 278 377 377 - - - 35.6%
UNU-EHS 3,263 2,030 2,711 320 - 2,391 - 33.5%
UNU-FLORES 1,072 721 747 340 - 407 - 3.6%
UNU-GCM 227 307 123 83 10 30 - -59.9%
UNU-IAS 19,947 23,104 16,122 1,052 - 15,070 - -30.2%
UNU-IIGH 1,202 1,720 1,011 620 37 354 - -41.2%
UNU-INRA 1,268 1,672 285 180 - 105 - -83.0%
UNU-INWEH 2,474 1,040 816 440 68 308 - -21.5%
UNU-IRADDA - 1,500 230 - 230 - - -84.7%
UNU-MERIT 6,171 3,458 2,829 827 145 1,607 250 -18.2%
UNU-WIDER 9,569 15,141 14,877 7,149 694 7,034 - -1.7%
UNU HQ Bldg - - - - - - - 0.0%
Total 50,574 57,038 50,285 14,262 1,755 34,018 250 -11.8%
Distribution (%) 100% 28.4% 3.5% 67.6% 0.5%
-
19
(b) Staffing Table Costs and Other Personnel Costs
68. The UNU Staffing Table (Annex V) includes all established
posts, which are either core or SPC-funded, regardless of the
nature of work (academic and non-academic). However, established
posts that are SPC-funded are budgeted under specific project costs
given that these posts are project-based. Staffing Table costs
comprise salaries of established posts (including common staff
costs) listed on the Staffing Table for the Professional, National
Professional Officer and General Service categories.
69. UNU is projecting a total of 162 funded posts, of which 151
are core-funded (USD 28.6 million) and 11 SPC-funded (USD 3.2
million) budget.
B2018-2019 Staffing Table Costs (Core and SPC) (in thousands of
USD) Table 5
Funds/Programmes
Initial B2016-2017 Number of
Funded Posts
B2018-2019
Number of Funded
Posts
Variance
No. of Posts
Initial B2016-2017
Staffing Table Costs
Estimated B2018-2019
Staffing Table Costs
Change over
Initial B2016-
2017 %
UNU Centre 50 49 -1 10,084 9,989 -0.9%
UNU HQ 34 33 -1 6,190 6,784 9.6%
UNU-CPR 9 6 -3 2,546 1,563 -38.6%
UNU-EGOV 3 3 - 671 550 -18.0%
UNU-ViE 4 7 3 677 1,092 61.3%
UNU-BIOLAC - - - - - 0.0%
UNU-CRIS 3 1 -2 530 294 -44.5%
UNU-CS 4 5 1 1,110 1,258 13.3%
UNU-EHS 7 8 1 1,530 1,387 -9.3%
UNU-FLORES 9 10 1 1,781 1,947 9.3%
UNU-GCM 2 3 1 403 747 85.4%
UNU-IAS 2 6 4 501 765 52.7%
UNU-IIGH 13 13 - 1,931 1,744 -9.7%
UNU-INRA 4 4 - 746 683 -8.4%
UNU-INWEH 6 5 -1 1,355 1,208 -10.8%
UNU-IRADDA 7 7 - 1,222 478 -60.9%
UNU-MERIT 12 12 - 3,262 2,956 -9.4%
UNU-WIDER 27 27 - 5,595 4,934 -11.8%
UNU HQ Bldg 1 1 - 393 225 -42.7%
Total (Core-Funded) 147 151 4 30,443 28,615 -6.0%
UNU-CPR - 115 0.0%
UNU- ViE - 1 1 - 176 0.0%
UNU-EHS 2 4 2 45 667 1,382.2%
UNU-IAS 5 2 -3 1,733 1,375 -20.7%
UNU-WIDER 3 4 1 890 836 -6.1%
Total (SPC-Funded) 10 11 1 2,668 3,169 18.8%
GRAND TOTAL 157 162 5 33,111 31,784 -4.0%
70. The detailed UNU Staffing Table provides the framework
within which the University can develop and execute its human
resources strategy for B2018-2019; it is presented in Annexes III
and IV.
-
20
71. The core-funded posts include: 85 Professional posts, 18
National Professional Officer posts, and 48 General Service posts.
The SPC-funded posts consist of 9 Professional posts, 1 National
Professional Officer post, and 1 General Service post. In addition,
19 non-funded posts listed on the staffing table will be filled
only as voluntary contributions or specific project contributions
are secured to cover salary and related costs.
72. Out of a total of 94 Professional posts UNU-wide, 71 posts
or 75.5 per cent of all Professional posts are academic posts.
73. The distribution of Staffing Table costs, as shown in Graph
4, demonstrates a higher percentage of expenditure allocated to
academic personnel. Given that several senior staff and other staff
under non-academic contracts also perform academic tasks, the
University’s ratio of academic to non-academic work is presumably
even higher.
74. Other personnel costs consist of salaries of short-term
contractors engaged under a Personnel Service Agreement. The
expenditure during B2018-2019 is estimated to be USD 16.9 million,
reflecting a nominal increase of 1.6 per cent over the initial
B2016-2017 budget, as summarised in Table 6.
B2018-2019 Other Personnel Costs (Core and SPC-Funded) (in
thousands of USD) Table 6
Expenditure Actual
B2014-2015 Initial
B2016-2017
Estimated B2018-
2019
Change over Initial
2016-2017 %
Other Personnel Costs (Core-Funded) 6,678 10,905 10,112
-7.3%
Other Personnel Costs (SPC-Funded)
8,412 5,732 6,799 18.6%
Total Costs 15,090 16,637 16,911 1.6%
Graph 4
-
21
(c) General Expenses
75. General expenses include: (i) travel costs; (ii) contractual
services; (iii) maintenance and operating costs of UNU Headquarters
Building in Tokyo; (iv) general operating expenses, which mainly
cover communications, maintenance of equipment, supplies, and
materials; and (v) acquisition of furniture and equipment,
including IT equipment.
76. The general expenses during B2018-2019 are estimated to be
USD 19.4 million, an increase of 1.4 per cent from the initial
B2016-2017 budget as summarised in Table 7. They include indirect
costs that are incurred for common objectives of UNU, such as the
financial management system of the University (PeopleSoft ATLAS),
human resources services provided by United Nations Development
Programme (UNDP)/Staff Administrative Service, and audits.
B2018-2019 General Expenses (in thousands of USD) Table 7
Expenditure Actual B2014-
2015
Initial B2016-
2017
Estimated B2018-
2019
Change over Initial
B2016-2017 %
Travel 2,315 3,020 2,975 -1.5%
Contractual Services 2,387 1,411 967 -31.5%
Maintenance and Operating Costs of UNU HQ Bld 5,207 3,868 4,332
12.0%
General Operating Expenses 7,315 9,411 9,637 2.4%
Furniture and Equipment 2,621 1,477 1,538 4.1%
Total 19,845 19,187 19,449 1.4%
(d) Specific Projects (SPC-Funded)
77. In addition to the core budget, the B2018-2019 budget shows
an estimated USD 34.3 million allocated to specific projects funded
from SPCs, a decrease of 1.5 per cent compared to the initial
B2016-2017 budget.
78. Given that the B2018-2019 budget was formulated with extreme
prudence and represents the lowest estimate based on prevailing
information at the time of the budget formulation, it is expected
that additional SPCs will be received during B2018-2019, permitting
a higher level of expenditure for specific projects.
79. SPCs comprise voluntary contributions earmarked for a
specific project. This category of voluntary contributions supports
academic activities over and above planned activities financed from
the core income. Funds in this category may also be used to meet
the costs associated with the administration and general operations
of an institute or programme.
80. Obligations can be incurred and payments made only after SPC
funds have been received in UNU accounts. If funds for specific
projects do not materialise in the course of the budget execution,
the activities will not be initiated and no expenditure will be
incurred.
-
22
Income Estimates
81. In accordance with the UNU Charter (Article IX), capital
costs and recurrent costs of the University are met from voluntary
contributions, or from the income derived therefrom. The UNU is not
financed through assessed contributions by Member States but solely
from voluntary contributions. UNU does not receive any subvention
from the regular budget of the United Nations.
82. Voluntary contributions are sourced from governments,
bilateral and multilateral agencies, foundations, and other public
and private sector sources. The estimated income in the amount of
USD 108.5 million for B2018-2019 can be further categorised as core
income and specific project contributions.
83. Core income represents voluntary contributions which are not
earmarked. Core income comprises income from the UNU Endowment
Fund, operating contributions, other income, and cumulative
surplus. The estimated core income amounts to USD 74.2 million
(68.4 per cent of the total estimated income), comprising USD 32.4
million in endowment fund income; USD 31.0 million in operating
contributions; USD 8.5 million from the cumulative surplus which
was carried forward and USD 2.3 million from other income. Compared
to the initial B2016-2017 budget, estimated core income is expected
to decrease by 10.4 per cent.
84. SPCs represent voluntary contributions that are earmarked
for specific academic projects and aligned with the priorities set
by the UNU Council. They are primarily intended to support academic
activities over and above activities financed from core income.
Estimated SPCs amount to USD 34.3 million (31.6 per cent of the
total estimated income).
85. Both Graph 5 and Table 8 show the source of the estimated
income.
B2018-2019 Income (in thousands of USD) Table 8
Income Category Actual
B2014-2015 Initial
B2016-2017
Estimated B2018-
2019
Change over Initial
B2016-2017 %
Endowment Fund 32,824 33,281 32,431 -2.6%
Cumulative Surplus 10,896 12,841 8,455 -34.2%
Operating Contributions 32,509 33,914 30,957 -8.7%
Other Income 3,966 2,730 2,350 -13.9%
Total Core Funding 80,195 82,766 74,193 -10.4%
Specific Project Contributions (SPC) 59,418 34,807 34,268
-1.5%
Total 139,613 117,573 108,461 -7.8%
Graph 5
-
23
86. The estimated income for B2018-2019, composed of core income
and specific project contributions is summarised in Table 9.
B2018-2019 Income by Fund (in thousands of USD) Table 9
Core Income SPC
Fund/Programmes T
ota
l In
com
e
(Co
re+
SP
C)
To
tal
Co
re
Inco
me
En
do
wm
en
t F
un
d
Cu
mu
lati
ve
S
urp
lus
Op
era
tin
g
Co
ntr
ibu
tio
ns
Oth
er
Inco
me
Sp
eci
fic
Pro
ject
C
on
trib
uti
on
s
UNU Centre 27,129 20,823 15,724 1,467 3,632 - 6,306
UNU HQ 14,153 12,734 12,031 293 410 - 1,419
UNU-CPR 5,977 3,867 3,693 174 - - 2,110
UNU-EGOV 2,310 2,000 - 1,000 1,000 - 310
UNU-ViE 4,689 2,222 - - 2,222 - 2,467
UNU-BIOLAC 926 926 926 - - - -
UNU-CRIS 1,886 1,480 - - 1,480 - 406
UNU-CS 4,744 4,744 3,776 - 968 - -
UNU-EHS 4,625 2,234 234 - 2,000 - 2,391
UNU-FLORES 3,838 3,431 - - 3,431 - 407
UNU-GCM 1,697 1,667 - - 1,667 - 30
UNU-IAS 17,766 2,696 - - 2,696 - 15,070
UNU-IIGH 4,040 3,686 3,686 - - - 354
UNU-INRA 1,231 1,126 850 276 - - 105
UNU-INWEH 3,596 3,288 - 280 3,008 - 308
UNU-IRADDA 984 984 434 550 - - -
UNU-MERIT 7,969 6,112 1,978 1,520 2,614 - 1,857
UNU-WIDER 23,082 16,048 4,823 4,102 7,123 - 7,034
UNU HQ Bldg 4,948 4,948 - 260 2,338 2,350 -
Total Budget 108,461 74,193 32,431 8,455 30,957 2,350 34,268
Estimated Core Income
(a) Income from the UNU Endowment Fund
87. Capital contributions mobilised for the UNU Centre,
UNU-BIOLAC, UNU-CS, UNU-EHS, UNU-IIGH, UNU-INRA, UNU-IRADDA,
UNU-MERIT, and UNU-WIDER are invested as a pool under the fiduciary
responsibility of the Secretary-General of the United Nations.
Income derived from the investment of the UNU Endowment Fund and
distributed to the UNU Centre and each of the above institutes is
proportionate to the amount of capital contributions invested.
-
24
88. The UNU Council decided at its 46th session in December 1999
that the annual investment income from the UNU Endowment Fund
should be limited to 5.00 per cent of the five-year average market
value of the UNU Endowment Fund. This limit is meant to protect the
long-term capital value of the UNU Endowment Fund. The 5.00 per
cent figure is used by universities in the United States of America
with similar, medium-sized endowments. An ad-hoc advisory committee
on the investment of the UNU Endowment Fund, comprising a number of
financial experts, recommended the 5.00 per cent limit to the UNU
Council. To ensure the sustainability of the UNU Endowment Fund,
the withdrawal limit has been lowered to 4.75 percent of the
five-year average market value.
89. Endowment fund income for B2018-2019 is estimated to be USD
32.4 million, representing a slight decrease of 2.6 per cent
compared to the initial B2016-2017 budget as summarised in Table
10.
B2016-2017 Income from Endowment Fund (in thousands of USD)
Table 10
Funds/Programmes Actual
B2014-2015 Initial
B2016-2017 Estimated
B2018-2019
Change over Initial B2016-2017
%
UNU Centre 14,212 15,240 15,724 3.2%
UNU HQ 13,231 10,630 12,031 13.2%
UNU-CPR 981 4,610 3,693 -19.9%
UNU-BIOLAC 919 951 926 -2.6%
UNU-CS 3,685 3,813 3,776 -1.0%
UNU-EHS 285 295 234 -20.7%
UNU-IIGH 3,151 4,192 3,686 -12.1%
UNU-INRA4 from HQ’s EF from INRA’s EF
1,724 1,000
724
1,272 500 772
850 -
850
-33.2% -100% 10.1%
UNU-IRADDA - 582 434 -25.4%
UNU-MERIT 1,933 2,000 1,978 -1.1%
UNU-WIDER 4,815 4,936 4,823 -2.3%
UNU HQ Bldg. 2,100 - - 0.0%
Total 32,824 33,281 32,431 -2.6%
(b) Cumulative Surplus Carried Forward
90. These funds, resulting, from a surplus of income over
expenditure from the previous biennia, are mobilised with the
approval of the UNU Council to supplement the financing of the
budget. Given the different funding schemes among
institutes/programmes as well as individual project timelines,
fluctuations are to be expected.
4 Endowment fund income in B2014-2015 reflects a transfer of USD
1.0 million from the UNU Centre to UNU-INRA as authorised by the
UNU Council. The transfer from UNU Centre to UNU-INRA in B2016-2017
as approved by the Council amounted to USD 0.5 million. No transfer
is foreseen in B2018-2019.
-
25
91. The cumulative surplus projected as at 31 December 2017 is
estimated at USD 23.3 million, of which USD 8.5 million will be
used to finance the B2018-2019 budget, a decrease of 34.2 per cent
compared to the current biennium (USD 12.8 million).
92. The breakdown of cumulative surplus carried forward between
the UNU Centre and UNU institutes is as per Table 11:
B2018-2019 Cumulative Surplus Carried Forward (in thousands of
USD) Table 11
Funds/Programmes Actual
B2014-2015
Initial
B2016-2017
Estimated B2018-2019
Change over Initial B2016-
2017 %
UNU Centre 3,179 1,285 1,467 14.2%
UNU HQ 1,867 1,265 293 -76.8%
UNU-CPR 964 - 174 0.0%
UNU-EGOV - 20 1,000 4,900%
UNU-ViE 348 - - 0.0%
UNU-CS - - - 0.0%
UNU-FLORES 1,818 - - 0.0%
UNU-GCM 962 - - 0.0%
UNU-IAS 687 - - 0.0%
UNU-IIGH 545 - - 0.0%
UNU-INRA 411 76 276 263.2%
UNU-INWEH - - 280 0.0%
UNU-IRADDA - 1,201 550 -54.2%
UNU-MERIT - 1,344 1,520 13.1%
UNU-WIDER 3,236 8,935 4,102 -54.1%
UNU HQ Bldg. - - 260 0.0%
FAP 58 - - 0.0%
Total 10,896 12,841 8,455 -34.2%
(c) Operating Contributions
93. Operating contributions are discretionary funds which can be
utilised to meet the costs associated with academic activities as
well as the administration and general operations of an institute
or programme. Such contributions are generally not earmarked for a
specific academic project at the time of receipt.
94. Operating contributions estimated to be received during
B2018-2019 amount to USD 31.0 million, reflecting a decrease of 8.7
per cent from B2016-2017. The decrease is mainly due to the
exclusion of the 2019 operating contributions from UNU-EGOV in its
budget proposal pending the renewal of the funding agreement. In
addition, no operating contributions are expected for UNU-IRADDA as
discussions are on-going with the host government.
95. Conversely, UNU-CRIS, which is primarily funded through
operating contributions from host country donors, registers an
increase following renewed funding pledges.
96. The specific contribution received from MOFA for UNU will be
allocated to the UNU Centre (15 per cent of the total) and to the
maintenance costs and operating expenses of the UNU Headquarters
Building in Tokyo (85 per cent of the total).
-
26
97. Table 12 shows the breakdown of all the estimated operating
contributions between the UNU Centre and UNU institutes.
B2018-2019 Operating Contributions (in thousands of USD) Table
12
Funds/Programmes Actual
B2014-2015
Initial B2016-2017
Estimated B2018-2019
Change over Initial B2016-2017
%
UNU Centre 5,378 4,615 3,632 -21.3%
UNU HQ 683 468 410 -12.4%
UNU-CPR 1,562 - - 0.0%
UNU-EGOV 1,000 1,980 1,000 -49.5%
UNU-ViE 2,133 2,167 2,222 2.5%
UNU-BIOLAC - - - 0.0%
UNU-CRIS 1,201 611 1,480 142.2%
UNU-CS 720 928 968 4.3%
UNU-EHS 2,129 1,950 2,000 2.6%
UNU-FLORES 2,782 3,346 3,431 2.5%
UNU-GCM 342 1,679 1,667 -0.7%
UNU-IAS 2,649 2,402 2,696 12.2%
UNU-IIGH 200 - - 0.0%
UNU-INRA - 500 - -100%
UNU-INWEH 3,600 3,169 3,008 -5.1%
UNU-IRADDA 1,250 2,750 - -100%
UNU-MERIT 2,263 1,909 2,614 36.9%
UNU-WIDER 8,721 8,122 7,123 -12.3%
FAP (30) - - 0.0%
UNU HQ Bldg 1,304 1,933 2,338 21.0%
Total 32,509 33,914 30,957 -8.7%
(d) Other Income
98. Other income is derived from services provided to the HQ
Building tenants and from users of the UNU Headquarter’s conference
facilities. The estimated income from these activities for
B2018-2019 is USD 2.8 million, a decrease of 12.5 per cent over the
initial B2016-2017 budget (USD 3.2 million), which is mainly
attributed to the lower rental income from UNU HQ Building tenants.
The total other income is reduced by USD 0.4 million to USD 2.4
million due to the repayment to the Endowment Fund of a cash
advance for the refurbishment of the HQ Building (see Table
20).
Estimated Income from Specific Project Contributions (SPCs)
99. While the level of core contributions can be estimated at
the beginning of the biennium, the estimate of new SPC amounts will
be subject to some uncertainty. This has been mitigated by deriving
estimates of SPCs based on projects that have assured funding.
100. Only assured SPC funding at the time this budget was
formulated (August 2017) is reflected in this budget proposal.
-
27
101. Projected SPC income for B2018-2019 amounts to USD 34.3
million, representing a decrease of 1.5 per cent compared to the
initial B2016-2017 (USD 34.8 million) as per Table 13.
B2018-2019 Income from Specific Project Contributions
(in thousands of USD) Table 13
Funds /Programmes
Actual B2014-2015
Initial
B2016-2017
Estimated B2018-
2019
Change over Initial
B2016-2017 %
Breakdown of new and c/f SPC 2018-
2019
New c/f SPC
UNU Centre 5,739 2,884 6,306 118.7% 4,292 2,014
UNU HQ 1,778 756 1,419 87.7% 569 850
UNU-CPR 418 195 2,110 982.1% 1,022 1,088
UNU-EGOV 264 65 310 376.9% 250 60
UNU-ViE 3,279 1,868 2,467 32.1% 2,451 16
UNU-BIOLAC - - - - - -
UNU-CRIS - - 406 - 406 -
UNU-CS 30 - - - - -
UNU-EHS 4,318 1,710 2,391 39.8% 2,352 39
UNU-FLORES 247 341 407 19.4% 339 68
UNU-GCM 35 - 30 - 24 6
UNU-IAS 31,455 22,852 15,070 -34.1% 11,070 4,000
UNU-IIGH 518 326 354 8.6% 258 96
UNU-INRA 1,462 1,350 105 -92.2% 105 -
UNU-INWEH 1,181 359 308 -14.2% 125 183
UNU-IRADDA - - - - - -
UNU-MERIT 8,001 2,714 1,857 -31.6% 1,354 503
UNU-WIDER 6,432 2,271 7,034 209.7% 6,034 1,000
UNU HQ Bldg - - - - - -
Total 59,418 34,807 34,268 -1.5% 26,359 7,909
Graph 6
-
28
102. New SPC income is expected to increase by USD 2.4 million,
which represents a growth in new SPC income of 10 per cent, despite
the relative decrease in overall SPC income for B2018-2019 as
compared with B2016-2017. Graph 6 shows the historical trend of
actual SPC income carried forward and new SPC income received over
four biennia as well as the SPC income received during
B2016-2017.
Budget for Managing and Maintaining the UNU Headquarters
Building in Tokyo
103. Since B2006-2007, the UNU Headquarters Building in Tokyo
has been administrated as a separate budgetary fund. The total
expenditure for operating and maintaining the UNU Headquarters
Building must be covered from the income generated from the
building operations and from voluntary contributions received from
the host country (Japan). The UNU Headquarters Building’s budget
represents 4.6 per cent of the total UNU budget.
104. During B2018-2019, estimated expenditures for regular
maintenance, utilities, and personnel will amount to USD 4.9
million. The estimated budget allocated to the UNU Headquarters
Building for B2018-2019, shown below in Table 14, has increased by
6.1 per cent from the initial B2016-2017 budget (USD 4.7
million).
B2018-2019 UNU Headquarters Building Budget (in thousands of
USD) Table 14
Expenditure Actual
B2014-2015 Initial
B2016-2017 Estimated
B2018-2019
Change over Initial
B2016-2017 %
Staffing Table and Other Personnel Costs 305 633 507 -19.9%
General Expenses:
Maintenance and Operating Costs
5,207 3,868 4,441 14.8%
Safety and Security Coordination 22 54 - -100.0%
Others 487 108 - -100.0%
Total 6,021 4,663 4,948 6.1%
Income
Operating Contribution:
Contribution for Maintenance (received from MoFA)
1,304 1,933 2,338 21.0%
Other Income:
Contribution for Maintenance from UNU HQ Bldg. Tenants
1,842 2,304 1,978 -14.1%
Fee charged for Utilisation of Conference Facilities
941 542 792 46.1%
Cost Sharing for Safety and Security Coordination
- 54 - -100.0%
Reimbursements (Reimbursement from sound system operation)
2 250 - -100.0%
Repayment to the Endowment Fund - -420 -420 -
Cumulative Surplus Carried Forward - - 260 -
Total 4,089 4,663 4,948 6.1%
-
29
105. The financing of maintenance and operating costs of the UNU
Headquarters Building comes from three sources of income:
(i) Contributions received from MOFA for the maintenance and the
administration of the UNU Headquarters facilities. The expected
contribution for B2018-2019 amounts to USD 2.3 million.
(ii) Contributions for the use of office space received from
United Nations offices (ILO, UNDP, UNFPA, UNIC, UNIDO, UNICEF,
UNOPS, UNWTO, WFP) and from the Japan Foundation for UNU. The total
estimated rental income for B2018-2019 amounts to USD 2.0
million.
(iii) Fees are charged for the utilisation of conference
facilities in the UNU Headquarters Building. These facilities are
used extensively for UNU activities and are also rented to United
Nations agencies and to third parties external to the United
Nations system, i.e. NGOs and private sector companies. For
B2016-2017 (as of September 2017), a total of 944 events were
organised, of which 695 events were organised by UNU or United
Nations agencies.
106. Owing to the aging of the building after nearly 25 years of
operations, the prevention of structural damage and repair are
essential to avoid breakdown in structural equipment. The owner of
the building, MEXT, is pursuing, in close consultation with the
University, a programme of structural repairs in accordance with
the Agreement Between the United Nations and the Government of
Japan Regarding the Headquarters of the United Nations University,
dated 14 May 1976.
107. At its 60th session in November 2013, the UNU Council took
note of the necessity to refurbish the UNU Headquarters Building to
maximise the utilisation of office space to accommodate the staff
and students of the merged UNU-IAS/UNU-ISP institute and
reorganised UNU-Centre within the Headquarters Building. The
refurbishment was financed from a USD 2.1 million cash advance from
the UNU Endowment Fund. The cash advance is to be reimbursed over a
ten-year period, commencing in 2016. The B2018-2019 budget shows a
provision of USD 0.4 million, which represents the third and fourth
instalments of the reimbursement.
-
30
Foreign Exchange Exposure
108. In line with United Nations Financial Regulation 2.2, the
UNU budget is prepared in United States dollars, although income
and expenditure are received and expended in various currencies
across the budget period owing to the decentralised nature of UNU
with locations in ten different countries across the globe.
109. In addition to United States dollars, UNU also operates
accounts in Japanese yen and euro. Expenditures in these currencies
are by and large covered by income in the same currencies thereby
limiting exposure to foreign exchange fluctuations. However, to
mitigate adverse foreign exchange fluctuations in B2018-2019, the
budget includes generous pro forma calculations for estimating
costs of staffing table posts.5
110. Further, throughout its budget execution, the University
carefully monitors exchange rates. UNU regularly assesses the need
for additional, preventive measures.
Budget Authorisations Given by the UNU Council to the Rector
111. In connection with the decision to adopt the budget, the
UNU Council considers the necessary budget authorisations, which
might be required by the Rector as chief academic and
administrative officer, to effectively execute the budget of the
University. In this regard, the UNU Council:
(i) Authorises the Rector to transfer up to a total of 15 per
cent from the UNU Centre to institutes; also authorises the Rector
to transfer up to a total of 15 per cent from any budget line of
the UNU Centre or within respective institutes’ budgets;
(ii) Further authorises the Rector to accept and utilise
additional funds which may be received by the University during
B2018-2019 for the work programme that has been approved by the
Council;
(iii) Further authorises the Rector, where necessary, to
establish and reclassify posts on the B2018-2019 staffing table,
within the available resources;
(iv) Stipulates that the Rector shall consult the Council when
the University has to make expenditure commitments which would
exceed the total approved budget and that all such actions shall be
approved by the Council in due course.
5 42% common staff cost is factored into the pro forma
calculations for any staffing table post
-
31
IV. Work Programme of the United Nations University
B2018-2019
Note of Guidance
The following guidance is intended to facilitate the
interpretation of the charts and figures presented in this
section:
• The University’s work programme for B2018-2019 is presented by
each UNU institute.
• The research programmes of the institutes contain smaller
sub-projects. Each research programme contributes to one of the
thematic areas of focus defined in the UNU Strategic Plan
2015-2019.
• All figures presented for the biennia 2010-2011, 2012-2013 and
2014-2015 represent final values at the end of the respective
biennia. Figures shown for B2016-2017 marked with the annotation
‘revised’ are based on the data available as of the last budget
revision, undertaken on 30 April 2017. Figures shown for B2016-2017
marked with the annotation ‘adjusted’ combine data from the latest
budget revision, as well as actual SPC income received through
until July 2017. Figures shown for B2018-2019 are forecasted
estimates.
• Measures of success are indicative measures of programme
success. Implementation of academic programmes is monitored at the
level of projects throughout the biennium.
• The figures presented in this section do not reflect
anticipated counterpart support from cooperating institutions, as
in the case of UNU-BIOLAC, UNU-CRIS and UNU-MERIT, among
others.
Tables and charts:
• SPC funding for B2016-2017 (Adjusted) takes into account
income received during the period 1 January 2016 to 31 July
2017.
• The ratios reflected in the chart ‘Allocation of Resources’
are based on figures reported by the directors and heads of the UNU
institutes. They represent the expected allocation of human,
financial and material resources at the outset of a biennium.
-
32
0 200 400 600 800 1,000
B2018-2019(Estimated)
B2016-2017(Revised)
Income Category (in thousands USD)
Endowment Fund
B2
01
0-2
01
1(A
ctu
al)
B2
01
2-2
01
3(A
ctu
al)
B2
01
4-2
01
5(A
ctu
al)
B2
01
6-2
01
7(A
dju
sted
)
B2
01
8-2
01
9(E
stim
ated
)
New Funding
3 34
3 3
0%10%20%30%40%50%60%70%80%90%100%
0
1
2
3
4
5
B2
01
0-2
01
1(A
ctu
al)
B2
01
2-2
01
3(A
ctu
al)
B2
01
4-2
01
5(A
ctu
al)
B2
01
6-2
01
7(R
evis
ed)
B2
01
8-2
01
9(E
stim
ated
)
Funded Personnel
PSA
Personnelcost as % oftotal budget
12%
12%
54%
53%
1%
1%
33%
34%
B2018-2019(Estimated)
B2016-2017
Allocation of Resources
Research Capacity development Communications Administration
UNU-BIOLAC Programme and Budget 2018-2019
UNU-BIOLAC is located in Caracas, Venezuela and focuses on
strengthening the capacities of institutions and scientists in
Latin America and the Caribbean. UNU-BIOLAC conducts training
courses, workshops, seminars, and research/training fellowships.
The focus is on collaborative and ‘hands-on’ approaches to capacity
development. UNU-BIOLAC seeks primarily to support capacity
development amongst young researchers in the field of biotechnology
so that they can better respond to challenges in the region.
Targeted Policy Processes
Since its establishment in 1975, UNU-BIOLAC has worked closely
with the Government of Venezuela through the Ministry of Science
and Technology and the Ministry of Foreign Affairs. On many
occasions, the programme responded to specific training requests
from the Venezuelan authorities, which led to the development of
practical courses in the field of agro-biotechnology. UNU-BIOLAC
has also provided safety assessments, as well as workshops on
bioethics and intellectual property for many institutions working
in the field of biotechnology.
-
33
Research Programmes Programme Name Theme(s) Personnel USD
(thousands)
Biotechnology Programme Environment, Climate and Energy
Higher Education Policy 4 personnel 610
The Programme targets specific areas of biotechnology, such as
climate change and bioenergy, vector control of emerging diseases,
industrial biotechnology, and bioinformatics in the era of big data
and bioethics.
Measures of success
• Facilitate and co-fund 24 (12 per year) research fellowships
in biotechnology.
• At least 65 per cent of UNU-BIOLAC fellows publish one or more
papers related to the research they conducted during their
fellowship.
• Facilitate and co-fund 36 (18 per year) training courses to
build regional capacities in the most relevant topics in the field
of biotechnology.
Capacity Development and Degree Programme Activities
UNU-BIOLAC co-organises high-level courses and workshops all
around Latin America and the Caribbean. These courses train young
researchers to address health and environmental problems of the
region. UNU-BIOLAC mobilises more than 360 students and at least 36
teachers each year.
Collaboration Highlights (B2016-2017)
The Programme was involved in establishing forensic genetics
laboratories in several countries of Latin America including,
Guatemala, Honduras, Venezuela, and Bolivia. These laboratories are
responsible for determining a person’s identity in criminal cases
and in DNA testing.
UNU-BIOLAC carried out biosafety and risk assessment
capacity-building activities, which led to the creation of
biosafety boards in many Latin American countries as well as new
laboratories to track genetically modified organisms (GMOs) using
the latest tools in molecular biology.
UNU-BIOLAC organised a workshop that brought together
researchers from Italy and Uruguay for a project that sequenced the
genome of the local Tannat grapes used in Uruguayan wine.
UNU-BIOLAC and UNESCO continue to collaborate in a project that
seeks to compile policies and policy instruments for the
development of biotechnology in the Latin American region.
-
34
65%
75%
46%
19%
10%
37%
8%
4%
17%
7%
11%
B2018-2019(Estimated)
CPR 2016-2017
ONY 2016-2017
ALLOCATION OF RESOURCES
Research Communications Administration Other
0 1,000 2,000 3,000 4,000 5,000 6,000 7,000
B2018-2019(Estimated)
B2016-2017(Joint Revised)
Income Category (in thousands USD)
Endowment Fund Cumulative Surplus SPC (includes c/f)
0
500
1,000
1,500
2,000
B2
01
0-2
01
1(A
ctu
al)
B2
01
2-2
01
3(A
ctu
al)
B2
01
4-2
01
5(A
ctu
al)
B2
01
6-2
01
7(J
oin
t A
dju
sted
)
B2
01
8-2
01
9(E
stim
ated
)
New Funding
SPCInternational
SPC Domestic
46
13
2 2
7
95
0%10%20%30%40%50%60%70%80%90%100%
0
4
8
12
16
20
B2
01
0-2
01
1(A
ctu
al O
NY
)
B2
01
2-2
01
3(A
ctu
al O
NY
)
B2
01
4-2
01
5(J
oin
t A
ctu
al)
B2
01
6-2
01
7(J
oin
t R
evis
ed)
B2
01
8-2
01
9(E
stim
ated
)
Funded Personnel
UN Staff
PSA
Personnelcost as % oftotal budget
UNU-CPR Programme and Budget 2018-2019
From January 2018, the UNU Centre for Policy Research (UNU-CPR),
located in Tokyo, and the UNU Office to the United Nations in New
York (UNU-ONY), will operate as a single entity. The merged entity
will carry the name, UNU Centre for Policy Research (UNU-CPR). It
will generate policy research aimed at informing major United
Nations debates in the areas of peace and security, development,
and global governance. Leveraging its proximity to the United
Nations headquarters, UNU-CPR will also provide strategic
representational support.
Targeted Policy Processes
Through 2017, UNU-ONY supported UNU’s Chairmanship of the GMG.
In 2018, the new UNU-CPR will provide support to the incoming GMG
Chairs – the International Organization for Migration (IOM) and the
Food and Agricultural Organization of the United Nations (FAO) –,
as well as to the Office of the Special Representative of the
Secretary-General for International Migration during the course of
the negotiation of the Global Compact for Migration.
UNU-CPR will continue supporting the objectives of SDG 8.7,
especially through its participation in the Alliance 8.7. Together
with the Alliance, UNU-CPR is building a global Knowledge Platform
to help policy-makers take steps to eradicate forced labour, modern
slavery, human trafficking and child labour.
The Secretary-General has initiated several efforts to adapt the
conflict management tools of the United Nations to evolving
conflict dynamics, while adopting a more preventive posture across
its interventions. The Centre will feed into these discussions by
identifying lessons and good practices from past preventive efforts
by mediators as well as United Nations Resident Coordinators, and
by providing research on a) the interplay of United Nations
sanctions and mediation; b) peacebuilding in post-jihadi areas;
and, c) efforts to demobilize and reintegrate children affected by
violent extremist groups.
At the request of the Secretary-General, UNU-CPR is developing a
project that will consider how the United Nations should help
strengthen global governance of frontier technologies, including
cyberspace, artificial intelligence, and new weaponry. UNU-CPR will
provide inputs to the Executive Office of the Secretary-General and
to the United Nations System Chief Executives Board for
Coordination (CEB).
-
35
Research Programmes Programme Name Theme(s) Personnel USD
(thousands)
Peaceful, Just and Inclusive Societies
Peace and Governance 8 personnel 698
In this programme, UNU-CPR aims to support the attainment of
peaceful, just and inclusive societies by producing policy research
on both the nature of and solutions to violence and conflict.
Measures of success
• Publish three major policy research outputs involving
case-study compilations and cross-cutting policy research
analysis.
• Provide at least two policy research outputs that result in
identifiable United Nations uptake of policy analysis.
• Double CPR website visitors over previous biennium.
Leaving No-one Behind Global Development and Inclusion 9
personnel 1,549
This programme focuses policy research on the most
vulnerable