UNU Work Programme and Budget Estimates for the 2018-2019 Biennium

Council of the United Nations University Sixty-eighth Session 4 – 5 December 2017 Tokyo, Japan

Distr.: Limited 4 December 2017

Original: English

UNU Work Programme and Budget Estimates for the 2018-2019 Biennium UNU/C/68/LP.07A

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 81 ESTIMATED B2018-2019 BY LOCATION AND LEVEL ANNEX IV: UNU STAFFING TABLE FOR ESTIMATED B2018-2019 82

List of Abbreviations and Acronyms

B2008-2009 2008-2009 Biennium ILO International Labour Organization B2010-2011 2010-2011 Biennium IMF International Monetary Fund B2012-2013 2012-2013 Biennium IOM International Organization for Migration Intergovernmental Platform on B2014-2015 2014-2015 Biennium IPBES Biodiversity and Ecosystem Services B2016-2017 2016-2017 Biennium Intergovernmental Panel on Climate IPCC B2018-2019 2018-2019 Biennium Change German Federal Ministry of Education and International Public Sector Accounting BMBF IPSAS Research Standards BMZ German Federal Ministry for Cooperation ITU International Telecommunication Union International Union for Conservation of c/f Carried Forward IUCN Nature C3 UNU Campus Computing Centre IWMI International Water Management Institute CBD Convention on Biological Diversity Ministry of Education, Culture, Sports, MEXT United Nations System Chief Executives Science and Technology of Japan CEB Board MOFA Ministry of Foreign Affairs of Japan Conference of Directors of UNU Research CONDIR NCDs Non-Communicable Diseases and Training Centres / Programmes COP Conference of the Parties NGO Non-Governmental Organization Community of Portuguese-speaking OC UNU Office of Communications CPLP Countries Organisation for Economic Co-operation OECD United Nations Department of Field and Development DFS Support Office of the United Nations High OHCHR United Nations Economic Commission for Commissioner for Human Rights ECLAC Latin America and the Caribbean PAU Panafrican University Environmental Migration, Social EMSVA Vulnerability and Adaptation PSS Policy Support System Global Partnership for Digital Gender EQUALS SAC Scientific Advisory Committee Equality United Nations Economic and Social SDG Sustainable Development Goal ESCAP Commission for Asia and the Pacific SNV Netherlands Development Organisation United Nations Economic and Social ESCWA Commission for West Asia SPC Specific Project Contribution EU European Union STI Science, Technology and Innovation Environmental Vulnerability and Tokyo International Conference of Africa’s EVES TICAD Ecosystem Services Development Food and Agriculture Organization of the FAO TU Dresden Technische Universität Dresden United Nations UGent Ghent University FAP UNU Financial Assistance Programme UN United Nations GEF Global Environment Facility United Nations Action for Cooperation Deutsche Gesellschaft für Internationale UN-ACT Against Trafficking in Persons GIZ Zusammenarbeit (German development Joint United Nations Programme on agency) UNAIDS HIV/AIDS GMG Global Migration Group United Nations Convention to Combat UNCCD GWP Global Water Partnership Desertification United Nations Conference on Trade and UNCTAD HLCP High-Level Committee on Programmes Development United Nations Department of Economic IADB Inter-American Development Bank UN DESA and Social Affairs IBEI Institut Barcelona d'Estudis Internacionals UNDP United Nations Development Program International Conference on Theory and ICEGOV United Nations Economic Commission for Practice of Electronic Governance UNECE Europe Information and communications ICT technology UNEP United Nations Environment Programme Information and Communication United Nations Educational, Scientific and ICTD UNESCO Technologies Division (of DFS) Cultural Organization IDR UNIDO Industrial Development Report UNESCO-IHE IHE Delft Institute for Water Education Institute for Global Environmental UNESCO International Hydrological IGES UNESCO-IHP Strategies Programme IHA International Hydropower Association

UN Framework Convention on Climate UNFCCC UN-Water United Nations Water Change UN-Water Decade Programme on Capacity UNW-DPC UNFPA United Nations Population Fund Development United Nations Human Settlements United Nations Entity for Gender Equality UN-HABITAT UN-Women Programme and the Empowerment of Women United Nations High Commissioner for UNHCR UNWTO World Tourism Organization Refugees USD United States Dollar UNIC United Nations Information Centre Vulnerability Assessment, Risk VARMAP UNICEF United Nations Children's Fund Management and Adaptive Planning United Nations Industrial Development UNIDO VUB Vrije Universiteit Brussel Organization United Nations Office for Disaster Risk WB World Bank UNISDR Reduction WESA Water and Energy Security for Africa United Nations Institute for Training and UNITAR WFP World Food Programme Research UNOPS United Nations Office for Project Services WHO World Health Organization UNOSD UN Office for Sustainable Development WLC Water Learning Centre UNU United Nations University WMO World Meteorological Organization UNU Centre United Nations University Centre WWB Water Without Borders UNU HQ UNU Headquarters in Tokyo UNU Biotechnology Programme for Latin UNU-BIOLAC America and the Caribbean UNU-CPR UNU Centre for Policy Research UNU Institute on Comparative Regional UNU-CRIS Integration Studies UNU-CS UNU Computing and Society Operating Unit on Policy-Driven Electronic UNU-EGOV Governance UNU Institute for Environment and Human UNU-EHS Security UNU Institute for Integrated Management UNU-FLORES of Material Fluxes and of Resources UNU-FTP UNU Fisheries Training Programme UNU Institute on Globalization, Culture UNU-GCM and Mobility UNU Gender Equality Studies and Training UNU-GEST Programme UNU-GTP UNU Geothermal Training Programme UNU-HQ UNU Headquarters UNU-HQ Bldg UNU Headquarters Building (in Tokyo) UNU Institute for the Advanced Study of UNU-IAS Sustainability UNU International Institute for Global UNU-IIGH Health UNU Institute for Natural Resources in UNU-INRA Africa UNU Institute for Water, Environment and UNU-INWEH Health UNU Institute for Sustainable UNU-IRADDA Development United Nations University Institute for UNU-ISP Sustainability and Peace (former, now UNU-IAS) UNU Land Restoration Training UNU-LRT Programme UNU Maastricht Economic and Social UNU-MERIT Research Institute on Innovation and Technology UNU Office at the United Nations in New UNU-ONY York UNU-ViE UNU Vice-Rectorate in Europe UNU World Institute for Development UNU-WIDER Economics Research

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

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.

II. Organisation of the United Nations University B2018-2019 UNU Organisational Chart

16. The organisational chart below depicts the entities of UNU.

UNU Council

Academic Management Rector Committee & Group CONDIR

UNU Vice-Rector Research Director of Senior Vice-Rector Executive Officer Representation Europe Institutes and Administration at UNESCO Programmes

UNU-BIOLAC UNU-CPR UNU-CS UNU-EGOV Office of the Budget & Finance UNU-EHS Rector Services UNU-FLORES UNU-GCM UNU-IAS UNU-IIGH UNU-INRA Office of Human Resources UNU-INWEH Communications Services UNU-IRADDA UNU-MERIT UNU-WIDER UNU Iceland Programmes Campus Operations Computing Centre Services (C3)

Operating Units Conference & Facilities Management

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.

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.

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.

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.

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.

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.

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 Revised B2016- Estimated 2017 over B2018-2019 Initial Revised Estimated Cost Category Initial over Initial B2016-20171 B2016-20172 B2018-2019 B2016-2017 % 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. 13

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).

UNU Budget Over Ten Years Graph 1

UNU Budget Over Ten Years

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 Change over Actual Initial Estimated Funds/Programmes Initial B2014-2015 B2016-2017 B2018-2019 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. 15

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.

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

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

Funded)

Total Academic Programme (Core Funded) Staffing Table Costs OtherPersonnel Costs General Expenses Specific Projects (SPC

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.

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

Estimated B2018-2019 Core SPC Change over

Initial

Actual Initial

Fund/ B2016-

B2014- B2016- Programmes 2017

2015 2017 %

Projects Projects

Programme Programme

Development Development

Defined AcademicDefined AcademicDefined

Academic Programme Costs

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%

(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 Initial B2018- Initial Estimated Change B2016-2017 2019 Variance B2016-2017 B2018-2019 over Number of Number of No. of Staffing Staffing Initial Funds/Programmes Funded Funded Posts Table Costs Table Costs B2016- Posts Posts 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.

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.

Graph 4

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 Change over Estimated Actual Initial Initial Expenditure B2018- B2014-2015 B2016-2017 2016-2017 2019 % 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%

(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 Change over Actual Initial Estimated Initial Expenditure B2014- B2016- B2018- B2016- 2015 2017 2019 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.

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.

Graph 5

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 Estimated Change over Actual Initial Income Category B2018- Initial B2014-2015 B2016-2017 2019 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%

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

Total Income (Core+SPC) Total Core Income Endowment Fund Cumulative Surplus Operating Contributions Other Income Specific Project Contributions 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.

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 Change over Initial Actual Initial Estimated Funds/Programmes B2016-2017 B2014-2015 B2016-2017 B2018-2019 % 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 1,724 1,272 850 -33.2% from HQ’s EF 1,000 500 - -100% from INRA’s EF 724 772 850 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. 24

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 Change over Actual Initial Estimated Initial B2016- Funds/Programmes B2014-2015 B2016-2017 B2018-2019 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).

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 Initial Change over Initial Actual Estimated Funds/Programmes B2016-2017 B2016-2017 B2014-2015 B2018-2019 % 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.

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

Change over Breakdown of new Estimated Funds Actual Initial Initial and c/f SPC 2018- B2018- /Programmes B2014-2015 B2016-2017 B2016-2017 2019 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

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 Change over Actual Initial Estimated Initial Expenditure B2014-2015 B2016-2017 B2018-2019 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 2 250 - -100.0% sound system operation) Repayment to the Endowment Fund - -420 -420 - Cumulative Surplus Carried Forward - - 260 - Total 4,089 4,663 4,948 6.1%

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.

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 30

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.

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.

Income Category (in thousands USD) New Funding

B2016-2017 (Revised)

B2018-2019 (Estimated)

0 200 400 600 800 1,000

(Actual) (Actual) (Actual)

Endowment Fund (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

5 100% 90% PSA Research Capacity development Communications Administration 4 80% 70% 3 60% 50% 2 4 40% 3 3 3 3 30% Personnel B2016-2017 12% 53% 1% 34% 1 20% cost as % of 10% total budget 0 0%

B2018-2019 12% 54% 1% 33%

(Estimated)

(Actual) (Actual)

(Actual)

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

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.

Research Programmes Programme Name Theme(s) Personnel USD (thousands) Environment, Climate and Energy Biotechnology Programme 4 personnel 610 Higher Education Policy 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.

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.

Income Category (in thousands USD) New Funding 2,000

1,500 SPC B2016-2017 International (Joint Revised) 1,000

500 B2018-2019 SPC Domestic (Estimated) 0

0 1,000 2,000 3,000 4,000 5,000 6,000 7,000

(Actual) (Actual)

Endowment Fund Cumulative Surplus SPC (includes c/f) (Actual)

(Estimated)

B2012-2013 B2014-2015 B2018-2019

B2010-2011

B2016-2017 (Joint Adjusted) (Joint

Funded Personnel ALLOCATION OF RESOURCES

20 100% 90% UN Staff Research Communications Administration Other 16 5 80% 9 70% 12 60% ONY 2016-2017 50% 46% 37% 17% 8 7 40% 13 30% PSA 4 20% 6 4 10% CPR 2016-2017 75% 10% 4% 11% 2 2 0 0%

Personnel B2018-2019 cost as % of 65% 19% 8% 7%

total budget (Estimated)

(Estimated)

B2018-2019

B2012-2013

B2014-2015

(ActualONY)

B2010-2011

(Joint Actual) (Joint

(ActualONY)

B2016-2017 (Joint Revised) (Joint

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).

Research Programmes Programme Name Theme(s) Personnel USD (thousands) Peaceful, Just and Inclusive Peace and Governance 8 personnel 698 Societies 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 and often forgotten members of our society. The programme encompasses a set of projects that aim to inform relevant actors on ways to tackle modern slavery, child labour, and human trafficking, and on related aspects of inclusion and inequality in the SDGs.

Measures of success • Establish the Alliance 8.7 Knowledge Platform as a central resource for academic researchers and policymakers in the field, as evidenced by testimonials, citations and longitudinal analysis of site-use statistics. • Have UNU work referenced or presented at two or more high-level SDG-related events. Peace and Governance New Global Governance Issues 5 personnel 295 Demography and Migration This programme addresses new and emerging issues on the global governance agenda. One project focuses on the governance of migration, while another focuses on new technologies, notably cyberspace and artificial intelligence.

Measures of success • Achieve traceable influence of UNU-CPR research or analysis in the negotiation of the Global Compact for Migration, and its follow-up. • Establish UNU-CPR as an influential voice in the Frontier Issues discussions at the United Nations in New York, as evidenced by testimonials, convening power, and download/user statistics.

New York Representation Activities Peace and Governance 5 personnel 20

This programme encompasses activities that pertain to the strategic representational role of UNU-CPR at the United Nations Headquarters in New York.

Measures of success • Improve scores in a tailored UNU user satisfaction survey on average by 20 per cent. • Enhance strength of relations with United Nations stakeholders, by engaging with Permanent Representatives to the United Nations and being invited to participate in United Nations processes. Programme Development 348

Collaboration Highlights (B2016-2017) In supporting the UNU’s Chairmanship of the Global Migration Group, UNU-ONY organised, in collaboration with the UNU Migration Network, a series on Academic Thinking on Migration. This brought a range of experts from a variety of academic institutions, international organizations and governmental entities together to engage with the diplomatic community in New York. The aim was to provide policymakers with access to recent academic research and thinking on relevant migration policy issues, specifically those that will be addressed in the 2018 negotiations of the Global Compact for Migration.

In April 2016, UNU-CPR, in cooperation with the United Nations Office for Disarmament Affairs, convened a two-day Civil Society Forum to feed into the 2016 comprehensive review of Security Council resolution 1540, which was adopted in 2004 to prevent the proliferation of weapons of mass destruction to non-state actors, particularly for terrorist purposes. This Forum provided the opportunity for internationally renowned experts and stakeholders from academia and civil society to assess the threat of proliferation of weapons of mass destruction by non-state actors, discuss academia’s role in implementation efforts, and to provide feedback to the Security Council on transparency and outreach efforts.

UNU-CRIS Programme and Budget 2018-2019

UNU-CRIS is located in Bruges, Belgium, and focuses on the provision and management of international and regional public goods, as well as on the study of processes and consequences of intra- and inter-regional integration and cooperation. The Institute works in partnership with institutes and initiatives throughout the world and also maintains strong links to United Nations bodies concerned with these thematic issues.

Income Category (in thousands USD) New Funding 2,000

B2016-2017 1,500 (Revised) 1,000

SPC Domestic 500 B2018-2019 Operating (Estimated) 0 contributions

0 500 1,000 1,500 2,000

(Actual) (Actual) (Actual)

Operating Contributions SPC (includes c/f) (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

5 100% 90% UN Staff Research Capacity development Communications Administration 4 1 80% 70% 3 60% 50% 2 4 4 40% 3 3 3 30% PSA B2016-2017 83% 5% 11% 1 20% 10% 0 0%

Personnel B2018-2019 30% 10% 20% 40%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes Research conducted in collaboration with two local universities, Ghent University (UGent) and the Free University of Brussels (VUB), focuses on the provision and management of international and regional public goods. The research work of UNU-CRIS also includes measures to address challenges on a regional level related to migration, environmental degradation, poverty, economic development and political instability.

Research Programmes Programme Name Theme(s) Personnel USD (thousands) The Role of Regions in Global Peace and Governance 2 personnel 235 Governance This programme investigates the critical role regions can play in the global governance architecture.

Measures of success • Support researchers working on regional integration and organisation with information and datasets by updating the Regional Integration Knowledge System (RIKS) database and making it widely available. • Publish at least three texts in peer-reviewed journals and at least five policy briefs to inform and advise policymakers and stakeholders on matters pertaining to regional integration. • Present research results at a minimum of three academic workshops and four conferences to disseminate the knowledge and to enhance research on regional integration. The UN and Peace and Governance 2 personnel 586 Regional Public Goods Demography and Migration This programme aims to enhance the understanding of multi-level mechanisms, and integration between them in the context of regional and global governance.

Measures of success • Publish at least three papers in peer-reviewed journals and at least five policy briefs. • Disseminate and present research results at a minimum of three workshops and four conferences. Changing Patterns of Regional and Global Governance: Environment, Climate and Energy 1.5 personnel 198 Energy and Climate Policies This programme focuses on the future of global climate and energy politics in the context of multilateral organizations, such as of the European Union (EU) and the United Nations, and their legal and political mechanisms, particularly the SDGs.

Measures of success • Publish at least three papers in peer-reviewed journals and at least five policy briefs. • Disseminate and present research results at a minimum of three workshops and four conferences. Academic Capacity Building and Peace and Governance 2.5 personnel 201 Training Activities UNU-CRIS continuously offers traineeships, hosts visiting researchers, and contributes to the training of PhD students in the Institute’s area of work.

Measures of success • Accommodate at least five visiting scholars and eight PhD students for research stays at UNU-CRIS for academic capacity-building. • Offer at least twelve traineeships at UNU-CRIS to (advanced) Bachelors and Masters students. • Contribute to the training of at least eight PhD students, through capacity development initiatives such as summer schools. Programme Development 23

Capacity Development and Degree Programme Activities The Institute trains researchers and young scholars in areas relevant to the work programme, through lectures, seminars and workshops conducted at UNU-CRIS. The Institute also accomodates visiting researchers, trainees and PhD students at the Institute for a period ranging from a few weeks to several months.

Collaboration Highlights (B2016-2017) The Institute’s academics co-publish with representatives of the Organisation for Economic Co-Operation and Development (OECD) and maintain close contacts with various institutions of the EU, including the European External Action Service. In addition, UNU-CRIS explores relations between the EU and the United Nations, for example in the framework of a simulation game, which the Institue has worked on developing in collaboration with other UNU institutes in the region. Due to the Institute’s focus on the provision and management of global and regional public goods, it aspires to have strong links to several United Nations entities and to establish close ties with other UNU institutes, such as UNU- GCM, which conducts research on migration.

UNU-CS Programme and Budget 2018-2019

UNU-CS is a newly relaunched research institute (formerly UNU-IIST) at the intersection of information and communication technologies and international development. Located in Macau SAR, China, UNU-CS focuses on the key challenges faced by developing societies through high-impact innovations in computing and internet communication technologies.

Income Category (in thousands USD) New Funding 2,500 Operating 2,000 contributions B2016-2017 (Revised) 1,500 SPC 1,000 International

500 B2018-2019 (Estimated) SPC Domestic 0

0 1,000 2,000 3,000 4,000 5,000

(Actual) (Actual) (Actual)

Endowment Fund Operating Contributions (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

20 100% Research Capacity development Communications 90% 5 UN Staff 16 80% Administration Other 5 70% 12 60% 11 50% 8 40% 13 30% PSA B2016-2017 43% 5% 2% 33% 17% 3 10 4 3 20% 4 4 10% 2 0 0%

Personnel B2018-2019 40% 5% 2% 23% 30%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes The Institute leads the Global Partnership for Digital Gender Equality (EQUALS) Research Group, which aims to support Member States, the private sector, and academics in making informed policy decisions on matters of gender equality in a digital age. Through its Digital Peace Lab, UNU-CS explores technological experimentation and innovation within United Nations Peacekeeping missions with the aim of empowering peacekeepers and improving the effectiveness of peacekeeping operations. The Institute also aims to promulgate good practices in the area of migration. UNU-CS focuses on information and communications technology (ICT) solutions that help alleviate the vulnerability experienced by migrants. These activities aim to help Member States fulfil their commitments to refugees and migrants as detailed in the 2016 New York Declaration for Refugees and Migrants. With the Small Data Lab, UNU-CS highlights the potential of small data to amplify the role citizens play in the planning, monitoring, and evaluation processes established in support of the Sustainable Development Goals.

Research Programmes Programme Name Theme(s) Personnel USD (thousands) Digital Peace Lab Peace and Governance 2 personnel 71 The Digital Peace Lab aims to encourage collaborative learning and innovation across United Nations peace operations. The programme, in partnership with the ICT Division (ICTD) of the United Nations Department of Field Support (DFS), will enhance technological experimentation and innovation in United Nations Peacekeeping operations.

Measures of success • Introduce at least two ICT innovations to United Nations Peacekeeping missions to improve their effectiveness and support the peacekeepers in their operations. • Receive positive appraisals from the majority of stakeholders in follow-up evaluations of ICT innovations. • Produce at least four conference presentations and two publications in peer-reviewed journals. Global Development and Inclusion Gender Tech Lab 2 personnel 107 Demography and Migration This programme focuses on closing the gender digital divide by promoting equal access to digital technologies, empowering women and girls with ICT skills, and promoting women as ICT leaders and entrepreneurs.

Measures of success • Disseminate a minimum of two policy briefs for policymakers. • At least 30 relevant stakeholders join the EQUALS Research Group. • Evidence of impact/recognition measured by document downloads and media mentions.

Migrant Tech Peace and governance 3 personnel 125 This research focuses on the use of ICT by migrants in vulnerable situations. The programme investigates the use of technology by migrants to improve their conditions.

Measures of success • Convene at least two workshops to increase awareness and to encourage ICT usage by the relevant domestic authorities to improve the condition of migrants in vulnerable situations. • Publish at least four papers targeting policymakers.

Small Data Lab Global development and inclusion 2 personnel 74 The Small Data Lab explores small data approaches to data analysis in the context of the SDGs. A synergistic interaction between small data and the traditional social indicators approaches will improve development action and social indicators monitoring, both of which will be vital to achieving the goals of the 2030 Development Agenda.

Measures of success • The small data approach is adopted and used by Member States’ statistical bureaus, United Nations agencies, and SDG-related practitioners and scholars. • Publish a minimum of four research papers at conferences and in journal publications. • Convene at least two capacity-building activities, including data literacy workshops for community level actors and beneficiaries (NGOs and individuals), to increase their data empowerment.

Capacity Development and Degree Programme Activities The local capacity building programmes of UNU-CS are designed to enhance intellectual linkages with the city and region, and to increase awareness of the Institute’s activities and mission locally. UNU-CS will be inaugurating a semi-monthly speaker series that will include talks, focused on computing and society, from Institute researchers as well as other international thought leaders. In addition, UNU-CS plans for an annual international seminar programme that will help to establish UNU-CS as a major actor on the global stage.

Collaboration Highlights (B2016-2017) The Institute will continue to collaborate with DFS ICTD on the Digital Peacekeeping project. UNU-CS aims to collaboratively change how United Nations peacekeepers experiment, innovate, deploy, and benefit from novel technologies. This project also includes emerging collaborations with Harvard, the Massachusetts Institute of Technology (MIT), and Facebook. The EQUALS project is a collaboration with the Institute’s co-founding organizations: International Telecommunications Union, United Nations Entity for Gender Equality and the Empowerment of Women (UN Women), GSM Association, and International Trade Centre. The Research Group also includes 24 founding academic partners from across the globe. With this collaboration, UNU-CS aims to continue producing datasets and analyses into the state of women in the digital age, which should inform positive change among relevant stakeholders.

UNU-EGOV Programme and Budget 2018-2019

UNU-EGOV, located in Guimarães, Portugal, is a research, policy analysis and capacity building institution. Its mission is to support the United Nations system and Member States in finding effective ways to harness the global digitization trend to transform public governance in the service of sustainable development.

Income Category (in thousands USD) New Funding 2,500

2,000 Operating B2016-2017 contributions (Revised) 1,500

1,000

500 B2018-2019 SPC (Estimated) International 0

0 500 1,000 1,500 2,000 2,500

(Actual) (Actual) (Actual)

Cumulative Surplus Operating Contributions SPC (includes c/f) (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

20 100% Research Capacity development Communications 90% 3 UN Staff 16 80% 2 70% Administration Other 12 60% 50% 8 40% 14 PSA 11 30% B2016-2017 41% 20% 11% 15% 13% 4 1 20% 10% 2 0 0%

Personnel B2018-2019 54% 18% 5% 12% 11%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes UNU-EGOV investigates the impact of digital transformation and emerging technologies in the public sector of different countries and in different regional contexts. These technologies can serve as an instrument for better governance and sustainable development, and help governments better serve citizens by offering, at best value, efficient services, certified identity, data portability, privacy and interoperability, and improved management policies. This work is carried out in part through collaborative development projects in Member States, with a particular focus on the African region. UNU-EGOV has cooperated, among others, in designing a digital agenda for the Community of Portuguese Language Countries (CPLP), as well as in the implementation and monitoring of a wide-range of electronic governance policies in India. UNU-EGOV will also design strategies for the re-organisation of university systems in developing countries in order to support local academic communities through increased effectiveness of higher education institutions. The Institute’s flagship International Conference on Theory and Practice of Electronic Governance (ICEGOV) will continue to provide a platform for research and policy debate, including, but not limited to themes driven by United Nations policy processes.

Research Programmes Programme Name Theme(s) Personnel USD (thousands) Digital Transformation for better Governance and Peace and Governance 12 personnel 280 Sustainable Development Designed to support the SDGs, this programme explores new digital challenges and key elements of digital governance, and analyses how the public sector governs and monitors digital transformation. Research will also extend to electronic governance planning, design, monitoring and assessment; digital and technology-based transformations of the public sector. The programme will also develop methodologies to assist with the integration of theory with knowledge from practice.

Measures of success • Generate two indexed publications per year, per senior researcher. • Develop policy instruments and supporting tools for digital transformation / e-governance policies for sustainable development through three multi-disciplinary pilot projects in different developing countries. • Publish four policy-oriented reports and white papers. Community Building and Peace and Governance 7 personnel 274 Institutional Development The programme aims to build capacity in policy-driven e-governance research, and promote its wider contextualisation, particularly through the ICEGOV community. Specifically, the programme seeks to develop research-oriented educational programmes at both doctoral and executive levels, as well as e-governance projects aimed at supporting United Nations partners and Member States.

Measures of success • Target geographical diversity (four different countries) for the UNU-EGOV Government Fellowship Programme, under which practitioners of national agencies and UNU researchers work together in concrete case-studies aligned with the 2030 Agenda. • Organise the ICEGOV Conference on an annual basis to enhance research policy debate on and knowledge dissemination of e-governance.

Capacity Development and Degree Programme Activities Capacity development in B2018-2019 will involve close collaboration with the University of Minho to design a Doctoral Specialisation in EGOV, which will be made available to PhD students already enrolled in PhD programmes. Capacity-development activities will include the development of a comprehensive and intensive executive training programme in collaboration with other academic and governmental partners. The University of Minho will formally provide accreditation and certification for the courses and will share with UNU-EGOV the responsibility for programme dissemination and management. UNU-EGOV will also continue its training and mentoring programme for governmental, academic and post-doctoral fellows on digital transformation for better governance and sustainable development. Furthermore, a fortnightly series of open seminars with external and in-house experts will be organised.

Collaboration Highlights (B2016-2017) As institutional advisor for electronic governance to the CPLP, UNU-EGOV will continue to actively support the definition of national and regional electronic governance strategies in Portuguese-speaking countries. Current activities within this cooperation include the editing of a book analysing the experience of digital governance in these countries over the past 15 years, as well as a project for Equatorial Guinea on the use of digital technologies and information systems to support and monitor human rights policies.

UNU-EHS Programme and Budget 2018-2019

UNU-EHS, located in Bonn, Germany, carries out cutting-edge and policy-oriented research on risks and adaptation on environmental hazards and global change. The Institute also offers PhD projects and a Joint Master of Science in The Geography of Environmental Risks and Human Security together with the University of Bonn.

Income Category (in thousands USD) New Funding 8,000 Operating contributions B2016-2017 6,000 (Revised) 4,000 SPC International 2,000 B2018-2019 (Estimated) SPC Domestic 0

0 1,000 2,000 3,000 4,000 5,000

(Actual) (Actual) (Actual)

Endowment Fund Operating Contributions SPC (includes c/f) (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

*Communications costs are shared with UNU-ViE and are not included in this

Funded Personnel Allocation of Resources*

40 100% 90% UN Staff Research Degree programmes Communications Administration 10 80% 30 70% 5 60% 8 11.5 20 7 50% 40% 27 30% PSA B2016-2017 68% 14% 7% 11% 10 22 19 14 17 20% 10% 0 0%

Personnel B2018-2019 86% 2%11%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

chart

Targeted Policy Processes UNU-EHS is supporting the Sendai Framework for Disaster Risk Reduction, the Paris Agreement, and related SDGs, in particular Goal 13 and several of the Agenda 2030 targets related to risk. Beyond specific projects, the Institute’s expertise is extended to these policy processes through the membership of the UNU-EHS Director in the Science and Technology Advisory Group of the United Nations Office for Disaster Risk Reduction (UNISDR), and in the group of Lead Authors for two upcoming Special Reports of the Intergovernmental Panel on Climate Change (IPCC). Furthermore, UNU-EHS is a founding and leading member of the Partnership for Ecosystems and Disaster Risk Reduction (PEDRR), which brings together United Nations agencies, research entities, NGOs, and the private sector. The Institute is a leading partner in the build-up of research and education strategy and programming for the Panafrican University (PAU) initiative of the African Union. In addition, UNU-EHS provides advisory support to the PAU Rectorate on institutional development. The Instiutte was also asked to review and comment on the German Federal Ministry of Education and Research’s (BMBF) Benchmark Paper meant to inform strategy on scientific research in Africa. The UNU-EHS Director was also selected to be a member of the Round Table of the German Federal Government for the Internationalisation of Education, Science and Research, thereby contributing to strategic programming in the areas of development and risk research.

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Environmental Migration, Social Environment, Climate and Energy Vulnerability and Adaptation 11 personnel 1,227 Demography and Migration (EMSVA) In the EMSVA programme, UNU-EHS undertakes research on how society manages stressors such as floods, drought, storms, and climatic shifts. In this programme, UNU-EHS works with governments, the private sector, and with civil society to identify and design climate risk management solutions. The themes of adaptation-related research include: 1) human mobility; 2) livelihood resilience, including loss and damage, and legal dimensions of environmental change; and 3) climate risk insurance.

Measures of success • Enhance the enrolment of citizens in climate risk insurance for the Caribbean project as well as the InsuResilience project. • Build-up a completely new section (programme) on migration through the course of 2018. Vulnerability Assessment, Risk Environment, Climate and Energy Management and Adaptive 4.5 personnel 1,015 Demography and Migration Planning (VARMAP) In this programme, the Institute develops conceptual frameworks and scientific methods to assess socio-economic vulnerability and risk in the context of natural hazards, environmental change and societal transformation. This research explores opportunities to reduce risks and evaluate competing adaptation options. In doing so, the programme examines ways to strengthen adaptive governance, i.e. the continuous adaptation of institutions, necessary for any successful adaptation process.

Measures of success • Publish or contribute to at least six (2018) and four (2019) peer-reviewed publications to inform and advise policy-makers and stakeholders on the criticality of vulnerability assessment, risk management and adaptive planning. • Successfully implement the recently acquired projects according to project plans. • Successfully launch the WorldRiskFutures programme, with the WorldRiskFutures Annual Report as the flagship product. Environmental Vulnerability and Environment, Climate and Energy 1.5 personnel 389 Ecosystem Services (EVES) In the EVES programme, UNU-EHS conducts original, policy-relevant research addressing the vulnerability and resilience of social-ecological systems. In this programme, the Institute aims to understand how social-ecological systems are affected by environmental hazards, such as flooding, land degradation, floods, droughts, and other hazards. The programme also investigates multiple hazard situations, and cumulating or cascading impacts and feedbacks between hazards of contrasting nature, such as floods and droughts.

Measures of success • Maintain the current level of third party funding and publication record. • Successfully build up a research activity on decision support systems, with the successful acquisition of at least one new third-party-funded project. Global Development and Inclusion Migration Programme 2 80 Demography and Migration A new programme on migration will be developed in B2018-2019, and will follow on the successful and influential programme on environmentally-induced migration at UNU-EHS. Going a step beyond, the new programme will follow a more inclusive approach and focus on environmental factors within a broader socio-economic context. In particular, it will investigate migration processes to areas known to be prone to environmental threats, e.g. the migration into coastal areas that are prone to future sea level rise.

Capacity Development and Degree Programme Activities The Institute offers a modular portfolio of educational activities. It includes the Joint MSc Programme on Geography of Environmental Risks and Human Security with the University of Bonn, as well as the intensive summer course on Advancing Disaster Risk Reduction to Enhance Sustainable Development in a Changing World, which is designed for both academics and practitioners. A similar course on Vulnerability and Disaster Risk Reduction is held in South Africa in collaboration with the Disaster Management Training and Education Centre for Africa (UFS-DiMTEC). UNU-EHS also supports the University of Lomé, Togo, and the University of The Gambia through two training modules on Disaster Risk Reduction. The third annual Resilience Academy, alternately held in Bangladesh and Germany, will be co-organised by the Institute, the International Centre for Climate Change and Development, and the MunichRe Foundation. UNU-EHS also designs several eLearning modules. Collaboration Highlights (B2016-2017) The Institute continues to collaborate with MunichRe and other insurance companies, as well as NGOs, such as GermanWatch, on the Munich Climate Insurance Initiative (MCII) project creating climate insurance frameworks. This work has yielded two prototype frameworks in Pakistan and the Caribbean. UNU-EHS has collaborated with the German development agency (GIZ) and the German Federal Ministry for Cooperation (BMZ) since 2016 to support the implementation of the G7-InsuResilience Initiative, which seeks to provide insurance for 400 million economically disadvantaged people at the frontier of climate change. Close links to the United Nations Framework Convention on Climate Change (UNFCCC) have developed through the course of these activities. The WESA project, coordinated by the Institute with PAU, links two German federal ministries (BMBF, BMZ), the German Academic Exchange Service (DAAD), and several additional German research partners (Centre for Development Research, Bonn, and University of Applied Sciences, Cologne). Eight PhD projects are co-supervised by German and African academics in this project. The aim is to intensify research cooperation in the areas of water and energy.

UNU-FLORES Programme and Budget 2018-2019

UNU-FLORES, located in Dresden, Germany, conducts research, capacity development and knowledge dissemination for the sustainable use and integrated management of environmental resources: water, soil and waste. The Institute cooperates with local and United Nations system entities, other international organizations, universities, research institutions, Member States, and public and private sector entities in order to promote the Nexus Approach to water-soil-waste globally.

Income Category (in thousands USD) New Funding 4,000 Operating contributions B2016-2017 3,000 (Revised) 2,000 SPC International 1,000 B2018-2019 (Estimated) SPC Domestic 0

0 1,000 2,000 3,000 4,000 5,000

(Actual) (Actual) (Actual)

Operating Contributions SPC (includes c/f) (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

25 100% Research Degree programmes Capacity development 90% UN Staff Communications Administration 20 10 11 80% 70% 15 60% 8 50% 10 40% PSA 5 13 30% B2016-2017 45% 8% 7% 8% 32% 5 12 20% 5 7 10% 0 0%

Personnel B2018-2019 42% 11% 10% 8% 29%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes The Institute pursues the achievement of sustainable environmental outcomes by serving as a think tank that promotes integrated resources management in all countries. UNU-FLORES seeks to highlight the benefits of the Nexus Approach in achieving and implementing the SDGs, given that several of them refer to the sustainable use of water, soil and waste resources. For instance, on target 6.3 the Institute collaborates with the United Nations Human Settlements Programme (UN-Habitat) on monitoring wastewater treatment and reuse.

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Integrated Resources Management under Conditions Environment, Climate and Energy 4 personnel 146 of Global Change This programme promotes interdisciplinary research on material fluxes and the cycling of the environmental resources – water, soil, and waste. The quantitative analysis of resources is integral to the application of a nexus approach and a prerequisite for the sustainable management of these resources under conditions of global change.

Measures of success • Publish a minimum of five peer-reviewed publications to inform and advise stakeholders. • Successful fundraising for and management of the projects in this programme, as measured by a targeted gearing ratio. • Achieve uptake with target audiences measured by the receipt of at least two requests for contributions; at least five citations; and, 50 reads/clicks on the website. Institutions and Evidence-based Decision Making for Planning and Environment, Climate and Energy 3 personnel 86 Management of Environmental Resources This programme is part of the research activities of UNU-FLORES that have a strong applied and policy-oriented focus, translating research into practice and offering guidance on the implementation of management strategies. It consists primarily of research on the governance of environmental resources and capacity development at both the individual and institutional levels.

Measures of success • Publish a minimum of two peer-reviewed publications to inform and advise stakeholders. • Engage in successful project fundraising and management, as measured by a targeted gearing ratio; and, receive one request for the development of a joint proposal. • Successfully disseminate knowledge to and provide capacity development for targeted audiences by receiving at least two requests for contributions, at least five citations, hosting one workshop on sustainable development goals, and having 20 successful graduations in online courses. Water Resources Management within The Context of Inter-Related Environment, Climate and Energy 3 personnel 199 Environmental Resources This programme fosters interdisciplinary and integrative perspectives on water resources management and focuses research on: water availability, water quality, and economic, social, and environmental trade-offs.

Measures of success • Publish a minimum of two peer-reviewed publications to inform and advise stakeholders. • Engage in successful project fundraising and management, as measured by a targeted gearing ratio. • Successfully disseminate knowledge to and provide capacity development for targeted audiences by receiving at least two requests for contributions and at least five citations.

Soil-Water-Waste Nexus Environment, Climate and Energy 6 personnel 120 In this programme, UNU-FLORES promotes site- and region-specific management options for soil and land use, focusing on the interactions between atmosphere, biosphere, hydrosphere, lithosphere, and pedosphere allowing the development and successful implementation of management options.

Measures of success • Publish a minimum of five peer-reviewed publications to inform and advise stakeholders. • Engage in successful project fundraising and management, as measured by a targeted gearing ratio. • Successfully disseminate knowledge and provide capacity development for targeted audiences, by receiving at least two requests for contributions and produce five citations.

Sustainable Management of Waste as a Resource interrelated with Environment, Climate and Energy 3 personnel 186 Water and Soil This programme promotes management strategies for the collection, processing and recycling of waste; promoting strategies for rehabilitation of contaminated sites; and developing management strategies for safe wastewater use and wastewater processing.

Measures of success • Publish a minimum of two peer-reviewed publications to inform and advise stakeholders. • Engage in successful project fundraising and management, as measured by a targeted gearing ratio. • Provide capacity development for targeted audiences, and receive at least two requests for contributions and produce at least five citations. Institutional Development 10

Capacity Development and Degree Programme Activities

The Institute incorporates a capacity development component in most of its activities, projects, and workshops. UNU-FLORES collaborates very closely with its local partner university, the Technical University of Dresden (TU Dresden), on a joint Nexus Seminar Series and, with additional partners, on the Dresden Nexus Conference. The Institute, in cooperation with TU Dresden, launched a Joint PhD Programme in Integrated Management of Water, Soil, and Waste in April 2015. UNU-FLORES personnel teach specific courses and students are able to take additional electives at TU Dresden. The doctoral research is supervised jointly by supervisors from both the TU Dresden and the Institute. UNU-FLORES has also developed several online courses on Nexus-related topics.

Collaboration Highlights (B2016-2017)

The Institute collaborates with several organizations in the United Nations system, in particular with the 31 members of UN-Water, which is the coordinating platform for all United Nations entities working in the area of water and sanitation. In 2017, the UNU-FLORES collaborated with UNESCO, UN-HABITAT, United Nations Environmental Programme (UNEP), United Nations Economic and Social Commission for Western Asia (ESCWA) and the Ramsar Convention on the successful delivery of the Dresden Nexus Conference (DNC2017). This event was also instrumental in strengthening cooperation with additional international organizations, such as the International Water Management Institute (IWMI), the Global Water Partnership (GWP), the International Hydropower Association (IHA), as well with universities and research institutions, such as TU Dresden and the Leibniz Institute of Ecological Urban and Regional Development; all of which played an active role in the conference. Among the established Cooperation and Framework Agreements one specific outcome was a book on Multifunctional Land-Use Systems for Managing the Nexus of Environmental Resources. This emerged from scientific cooperation with the Institute of Forest Ecology, Environment and Protection of the Chinese Academy of Forestry. This activity resulted an invitation to organise a side event at the thirteenth session of the Conference of Parties (COP 13) to the United Nations Convention to Combat Desertification (UNCCD).

UNU-GCM Programme and Budget 2018-2019

UNU-GCM, located in Barcelona, Spain, focuses on plural dimensions of migration – both internal and international – and researches the challenges and opportunities on issues of inclusion, the role of cities in the reception and integration of migrants, and work. The Institute studies the dynamics of migration as a key facet of development to support the commitment of the United Nations to human rights and dignity.

Income Category (in thousands USD) New Funding 4,000

3,000 Operating B2016-2017 contributions (Revised) 2,000

1,000 B2018-2019 SPC (Estimated) International 0

0 500 1,000 1,500 2,000

(Actual) (Actual) (Actual)

Operating Contributions SPC (includes c/f) (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

10 100% Research Capacity development Communications 90% UN Staff 8 80% Administration Other 1 70% 6 3 3 60% 50% 1 4 40% 6 30% PSA B2016-2017 52% 4% 4% 40% 2 4 4 4 20% 2 10% 0 0%

Personnel B2018-2019 41% 4%5% 45% 5%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes The Institute's work programme directly addresses key focus areas of the global compact processes relating to safe, orderly and regular migration. The work of UNU-GCM is also relevant to the Global Compact on Responsibility Sharing for Refugees, since inclusion, labour and cities are also part of resettlement and relocation issues relating to refugees. Through involvement in the Global Migration Group and the wider United Nations system’s efforts to shape migration governance, the Institute will tailor the work to needs and concerns identified through the ongoing processes of shaping the two global compacts (on refugees and on migration). UNU-GCM also aims to collaborate with local stakeholders (Barcelona City Council and Generalitat de Catalunya) on inclusion mechanisms for refugees, the role of cities in integrating migrants, and ensuring pathways to inclusion. Furthermore, discussions are ongoing with the local government of Chihuahua in Mexico on a project pertaining to migrants and work.

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Migration, Social Inclusion and Global Development and Inclusion 1 personnel 28 Peaceful Societies Demography and Migration This programme analyses a range of contexts where the dignity and human rights of migrants are compromised through the absence of legal and political recognition. It aims to iterate the development benefits migrants bring to receiving countries, as well as to address unanswered issues within the context of migration.

Measures of success • Enhance knowledge and capacities of relevant stakeholders by organising one two-day conference / workshop. • Publish two to three policy reports aimed at policymakers and those interested in formulating and/or influencing policy.

Global Development and Inclusion Migration and Cities 1 personnel 28 Demography and Migration This programme will explore the nexus of urban expansion and migration; focusing specifically on how global migration is experienced at local levels, as well as by examining how good policies and practices at the local level can contribute towards the good governance of human mobility.

Measures of success • Enhance capacities of relevant stakeholders working on migration in urban environments by organising one two-day conference / workshop. • Publish at least two to three policy reports aimed at policymakers and those interested in formulating and/or influencing policy. Global Development and Inclusion Migration Work and Technology 1 personnel 28 Demography and Migration UNU-GCM is supporting research examining labour market outcomes for migrant workers. The linkages between migration, precariousness and informality, and the supply and demand for migrant’s jobs are both important as migrant workers end up in forms of precarious, irregular and informal jobs. Informality is closely linked with increased vulnerability, poor quality jobs, and insufficient social protection. This programme will aim to address unanswered questions, such as the costs and benefits of the growing informality of migrant labour, the implications for growth and for inclusiveness, and the identification of economic and social policies that are able to adequately address this matter.

Measures of success • Enhance capacities of relevant stakeholders and knowledge by organising one two-day conference / workshop. • Publish two to three policy reports aimed at policymakers and those interested in formulating and/or influencing policy.

UNU’s Chairmanship of the Global Peace and Governance 0.75 personnel 30 Migration Group Demography and Migration The goal of this project is to support the Rector of UNU in his role as 2017 Chair of the GMG and UNU’s inclusion in the troika of the GMG in 2018. This project will be carried out in collaboration with other UNU entities, and with the financial support of the Swiss Agency for Development and Cooperation. UNU-GCM will carry out activities relevant to the ongoing consultation processes towards the shaping of a global compact on safe, orderly and regular migration in 2018.

Measures of success • Publish research on United Nations priorities, including a report addressing xenophobia and the role of the media. • Influence policymakers through a variety of outreach activities, including public events and a seminar series in collaboration with other UNU Institutes. Programme Development 10

Capacity Development and Degree Programme Activities The Institute seeks to organise specific policy-related workshops on core research areas and collaborate with local universities and organizations for one-off events, such as conferences and workshops. UNU- GCM will also be offering internships for PhD students of the University of Barcelona. Furthermore, collaborative teaching on postgraduate programmes with the Institut Barcelona d’Estudis Internacionals (IBEI) and other academic institutions will be carried out. Collaboration Highlights (B2016-2017) The Institute supported the UNU Rector in convening an experts retreat in October 2017 in Bellagio. At this event, the Institute established close ties to high-level policy-makers and contributed to the consultation processes towards the shaping of a global compact on safe, orderly and regular migration. UNU-GCM will continue engaging colleagues from other UNU institutes via the UNU Migration Network. These activities include joint publications, conference participation and possible collaborative funding applications for 2018. External collaborations primarily include local entities. The Institute will continue collaborating with the think tank IBEI in Barcelona via internships and capacity formation. UNU-GCM will also collaborate with the International Migration, Integration and Social Cohesion in Europe (IMISCOE) research network, a network of over 140 universities in the Mediterranean region, to host their annual conference in Barcelona, and will contribute a panel at the event. In addition, the Institute will work with the University of Athens to hold a workshop on migration in the Mediterranean region.

UNU-IAS Programme and Budget 2018-2019

UNU-IAS advances efforts towards a more sustainable future, through policy-oriented research and capacity development in three thematic areas: (i) transformations toward sustainable societies, (ii) natural capital and biodiversity, and (iii) global change and resilience. The Institute’s Master’s and doctoral degrees develop international leaders with the understanding and skills to address sustainability problems.

Income Category (in thousands USD) New Funding 25,000 Operating 20,000 contributions B2016-2017 (Revised) 15,000 SPC 10,000 International

5,000 B2018-2019 (Estimated) SPC Domestic 0

0 5,000 10,000 15,000 20,000 25,000 30,000

(Actual) (Actual) (Actual)

Operating Contributions SPC (includes c/f) (Adjusted)

(Estimated)

B2016-2017 B2012-2013 B2014-2015 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

80 100% Research Degree programmes Capacity development 90% UN Staff 6 8 80% Communications Administration 60 9 4 70% 60% 40 61 50% 5 59 40% 30% PSA B2016-2017 59% 11% 6%3% 21% 20 47 34 50 20% 10% 0 0%

Personnel B2018-2019 65% 8% 9% 4% 14%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes

The Institute’s research and policy development will focus on implementation of the 2030 Agenda. In close collaboration with partners, such as the United Nations Economic and Social Commission for Asia and the Pacific (ESCAP), UNU-IAS will develop guidelines on multi-stakeholder partnerships for achieving the SDGs, and recommendations on regional governance architecture and science–policy interfaces for the SDGs. The Institute will also develop platforms for education and knowledge generation to advance sustainable solutions at the local level. UNU-IAS will continue conducting activities to contribute to efforts by Member States to achieve the Aichi Biodiversity Targets of the Convention on Biological Diversity (CBD), and advance the Intergovernmental Platform on Biodiversity and Ecosystem Services (IPBES) agenda by developing scientific assessments of biodiversity and ecosystem services. The Institute’s research will also support the development of international cooperation strategies on low carbon technology, and develop research and partnerships to advance implementation of the Paris Agreement on Climate Change, as well as implementation of the Sendai Framework for Disaster Risk Reduction. UNU-IAS will contribute towards sustainable socio-economic development in Africa, advancing Agenda 2030 and the New Partnership for Africa's Development with research and capacity development focused on integrated rural development, sustainable urban development, and rural-urban linkages. The Institute will continue to actively contribute to the process of the Tokyo International Conference of Africa’s Development (TICAD), including TICAD VII (Yokohama, 2019).

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Transformation to Sustainable Environment, Climate and Energy 19 personnel 6,819 Society This programme will advance transformations through which societies can become more environmentally, socially, and economically sustainable.

Measures of success • Develop and disseminate research and policy recommendations for implementation of the 2030 agenda, • Produce policy-relevant publications such as policy briefs, journal articles and reports; and demonstrate at least three case studies documenting substantive UNU-IAS contributions to policy processes. • Further develop platforms and networks for education and knowledge generation to advance sustainable solutions at the local level, by organising a global conference and regional conferences for the Asia-Pacific, Africa, the Americas, and Europe every year; as well as several training and leadership courses. • Strengthen higher education capacity and youth entrepreneurship for sustainable development in Africa, by organising workshops and conferences every year in this region.

Natural Capital and Biodiversity Environment, Climate and Energy 12 personnel 5,027 This programme will analyse and promote the sustainable use of biodiversity and ecosystem services to secure their benefits for current and future generations.

Measures of success • Develop scientific assessment processes for biodiversity and ecosystem services at the regional and sub- regional levels, by having UNU-IAS researchers serve as coordinating lead authors and lead authors for assessments; organising several workshops and conferences; and producing publications focusing on scientific assessment. • Significantly contribute to efforts by Member States to achieve the Aichi Biodiversity Targets, including by enhancing resilience of socio-ecological production landscapes by producing policy-relevant publications such as policy briefs, journal articles, and reports; evidenced by at least two case studies of substantive UNU-IAS contributions to policy processes; and producing at least five case studies of enhanced resilience of socio- ecological production landscapes.

Global Change and Resilience Environment, Climate and Energy 2 personnel 15 This programme will develop approaches to address climate change, build community resilience and reduce disaster risks.

Measures of success • Develop strategies and partnerships for diffusion of low carbon technology to developing countries, by organising several workshops and side events at conferences; and publishing at least one report on diffusion strategies. • Develop research and partnerships on climate change adaptation and disaster risk reduction, contributing towards efforts to implement the Paris Agreement and the Sendai Framework for Disaster Risk Reduction by producing policy-relevant publications such as policy briefs, journal articles, and reports; collaborating with new partners at the international, regional, and local levels; and demonstrating at least three case studies of substantive UNU-IAS contributions to international policy processes. Operational Unit Ishikawa / Environment, Climate and Energy 4 personnel 1,070 Kanazawa

This programme will draw upon the rich local knowledge of the region through analysis and fieldwork, providing unique inputs to international processes for biodiversity and ecosystem services.

Measures of success • Contribute to international processes based on local and regional inputs and analysis, including on biological and cultural diversity, evidenced by at least three case studies. • Develop communications and networks with local stakeholders through public outreach and capacity building, by organising several workshops and conferences for local stakeholders every year. Environment, Climate and Energy Postgraduate Degrees and Training 7 personnel 2,630 Higher-Education Policy This programme will manage and administer the UNU-IAS master’s and doctoral degrees, as well as several short courses.

Measures of success • Maintain high teaching quality, as measured by evaluation results (including student evaluation of teaching); and the expansion of joint teaching with leading universities. • Strengthen linkages between UNU-IAS teaching and research activities, with several publications released by students as lead authors every year; and several research presentations delivered by students every year. • Measure the contribution of graduates to the international community, as demonstrated by employment statistics and at least three alumni profile case studies from the UNU-IAS alumni network. Communication, Dissemination, and Environment, Climate and Energy 5 personnel 561 Outreach This programme will support dissemination of UNU-IAS research outputs, conduct public outreach in Japan and other countries, and provide information services.

Measures of success • Increase visibility of UNU-IAS and its activities in Japan and internationally, documented in positive trends in publication statistics, event attendance, media monitoring statistics, and website analytics; and at least five impact studies among key target audiences. • Strengthen links with civil society by forming new partnerships with leading universities, non-governmental organizations, and the private sector.

Capacity Development and Degree Programme Activities The Institute’s postgraduate programmes develop international leaders with the interdisciplinary understanding and skills needed to develop and promote creative solutions to problems of sustainability. UNU-IAS offers an MSc in Sustainability and a PhD in Sustainability Science, in close collaboration with leading universities. Exchange agreements with the University of Tokyo, International Christian University (ICU, Tokyo), Sophia University (Tokyo) and Yokohama National University allow the transfer of credits with these universities. The Institute has also initiated joint diploma programmes with the University of Tokyo Graduate School of Frontier Science and Sophia University. In March 2015, UNU-IAS successfully completed an evaluation and accreditation process led by the National Institution for Academic Degrees and University Evaluation of Japan, certifying the quality of the degree programmes offered by the Institute UNU-IAS also provides postdoctoral fellowships, and a range of innovative short courses for young scholars and policymakers. The Institute’s teaching and research activities are closely linked; students are encouraged to engage in research projects, which provide field experience and the development of applied skills.

Collaboration Highlights (B2016-2017)

The UNU-IAS Governance for Sustainable Development project has been working with ESCAP on regional implementation of the 2030 Agenda. This collaboration was initiated in 2016, as part of the Institute’s “SDG Dialogue” event series, and continued in 2017. The collaboration led to the organization of a joint workshop at the 2017 Asia Pacific Forum on Sustainable Development in Bangkok. Research collaboration includes developing guidelines on multi-stakeholder partnerships for achieving the SDGs, targeted at ESCAP Member States. Joint research on regional governance architecture for the SDGs will feed into ESCAP thematic reports.

The UNU-IAS Natural Capital and Biodiversity programme collaborates with United Nations agencies including the secretariats of CBD and IPBES, as well as UNDP, UNESCO and FAO. The Institute has been supporting efforts to achieve the Aichi Biodiversity Targets of CBD, and played an active role in the 13th meeting of the Conference of the Parties to CBD. The Institute has also been supporting the CBD secretariat in analysis of National Biodiversity Strategies and Action Plans. UNU-IAS outputs have contributed to global and regional ecosystem services assessments, including those of IPBES, and have been incorporated into national ecosystem assessments and policies.

UNU-IIGH Programme and Budget 2018-2019

UNU–IIGH is the health think tank for the United Nations, building knowledge and capacity on global health. Based in Kuala Lumpur, Malaysia, UNU–IIGH takes an eco-social approach to health – addressing the social determinants of health – which is cognate with the 2030 Development Agenda.

Income Category (in thousands USD) New Funding 3,000 Operating 2,500 contributions B2016-2017 (Revised) 2,000 1,500 SPC 1,000 International

B2018-2019 500 (Estimated) SPC Domestic 0

0 1,000 2,000 3,000 4,000 5,000

(Actual) (Actual) (Actual)

Endowment Fund SPC (includes c/f) (Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 B2010-2011

Funded Personnel Allocation of Resources

20 100% Research Degree programmes Capacity development 90% UN Staff 80% Communications Administration Other 15 13 70% 13 60% 10 50% 9 40% 30% PSA B2016-2017 35% 4% 14% 14% 33% 5 1 20% 6 4 5 10% 2 2 0 0%

Personnel B2018-2019 35% 15% 15% 30% 5%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes The Institute is active in the positioning of health in policy debates related to the 2030 Agenda for Sustainable Development. In partnership with the International Council for Science and Inter-Academy Medical Panel, UNU-IIGH contributes to the development of urban health targets and indicators for the SDG process in the context of the New Urban Agenda. The Institute is an active member of the United Nations Inter-Agency Task Force on the Prevention and Control of Non-Communicable Diseases (NCDs), providing expert advice to system agencies whose mandates cut across NCD issues: tobacco control, cancer, obesity, globalization of unhealthy lifestyles, food safety, harmful use of alcohol and drugs, and physical inactivity. Focusing on the report of the World Health Organization (WHO) Commission on Ending Childhood Obesity, the Institute is working closely with United Nations Children’s Fund (UNICEF) and WHO to develop policy pathways for implementing the recommendations of the Commission by WHO Member States. In partnership with the Office of the High Commissioner for Human Rights (OHCHR), UNU-IIGH is co-leading an initiative to develop an e-learning training module on operationalising the right to development across the SDGs.

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Governance for Global Health Peace and Governance 2 personnel 150

In this programme, UNU-IIGH focuses on strengthening policies, regulatory and governance frameworks for the prevention and control of communicable and non-communicable diseases by state and non-state actors in a globalized world.

Measures of success • Generate six book chapters, six opinion editorials, five peer reviewed articles and three policy briefs to be used by global health governance actors and relevant epistemic and policy communities locally, regionally and globally.

Environment and Health Environment, Climate and Energy 3 personnel 131

This programme aims to improve understanding of the relationships between the health of people, places, and ecosystems. The focus areas include: climate change and health – particularly the impacts of adaptation and mitigation on human health and wellbeing – and ecosystem services and health. Further, the programme works on the impact of biodiversity and well-functioning ecosystems on human health.

Measures of success • Produce five policy responses following the work of the UNFCCC, to address health-related vulnerabilities to climate change focusing on the best mitigation and adaptation frameworks that are promotive of health and wellbeing. • Publish six research papers in peer-reviewed journals. • Publish, in partnership with the relevant stakeholders in the biodiversity and health community, four articles within peer-reviewed publications to address the interlinkages of human and ecological health.

Global Development and Inclusion Emerging Issues in Health 1 personnel 120 Demography and Migration As populations move within and across countries, the gender and health implications of these movements remain understudied. Accordingly, this programme explores the emerging policy linkages between migration, gender and health.

Measures of success • Publish six policy recommendations to address the health impacts of the current global migration crisis. • Ensure six policy recommendations are adopted by relevant stakeholders such as international organizations, including the Office of the United Nations High Commissioner for Refugees (UNHCR), UN Women, IOM, OHCHR; regional organizations; and, national institutions.

Health and Human Rights Peace and Governance 1 personnel 120

In this programme, UNU-IIGH explores the relevance and limits of human rights-based approaches to human health and wellbeing focusing on barriers posed by prevailing local cultures and practices.

Measures of success • Generate, in partnership with the human rights treaty bodies of the United Nations, specific and applicable human rights advocacy tools to be used to address the barriers to the enjoyment of the highest attainable standard of health. • Publish at least eight papers and policy recommendations for use by United Nations Human Rights treaty bodies, national human rights commissions, regional human rights bodies, and human rights advocacy groups.

Global Development and Inclusion Urban Health 1 personnel 352 Demography and Migration This programme focuses on cities as complex adaptive systems. Systems approaches encompass methods to characterise the dynamic evolution of causal systems and broad processes of engagement across sectors, disciplines and scales. Such approaches allow for better understanding of the unintended health consequences of urban policies, forecasting of the likely effects of urban interventions, and development of feasible, evidence-based, integrated policy for healthy, sustainable urban development.

Measures of success • Publish four papers in peer-reviewed journals, two policy briefs and four other publications to inform and advise policymakers and stakeholders of the complexities of urban health.

Lead Develop in Global Health Global Development and Inclusion 3 personnel 102 This programme addresses the gaps in training and leadership for global health focusing on capacity building and policy- oriented research for health governance, diplomacy, and health systems in developing and least-developed countries.

Measures of success • Generate four synthesis papers, expert opinions, or lectures exploring innovative policy pathways towards implementing the key recommendations of WHO and other stakeholders to improve the capacity for health leadership in developing countries. Programme Development 37

Capacity Development and Degree Programme Activities The Institute offers research training, short courses and other capacity development initiatives. PhD opportunities are available where research topics align with current UNU-IIGH programmes focused on governance for global health, urbanisation, and planetary health. In addition, the Institute is currently developing new e-learning modules relevant to global health in the 2030 Agenda. The target audiences for the e-learning modules jointly developed with the OHCHR include students, researchers, policy makers, and practitioners from civil society who are interested in the policy interface of human health and wellbeing, in the context of the 2030 Agenda.

Collaboration Highlights (B2016-2017)

An initiative led by UNU-IIGH, which was widely shared at the 8th meeting of the United Nations Inter-Agency Task Force on the Prevention and Control of Non-Communicable Diseases, led to the convening of an international conference on "Obesity Crisis in Southeast Asia" in May 2017. The main objective of the conference was to explore ways to implement policies aimed combating the looming crisis of obesity in the region. The forum offered an opportunity for collaboration between UNU-IIGH, UNICEF and WHO. The Institute is currently leading the process for the agreed outputs from the forum: a policy brief, and a policy-oriented special issue of a journal. UNU-IIGH has led an initiative that examines the policy linkages of migration, urban health and sustainability involving UNU-MERIT, UNU-GCM, WHO, and IOM. Key findings of this initiative were presented at the 14th International Conference on Urban Health in Coimbra, Portugal, 26-29 September 2017. The Institute is leading the Latin American Urban Health Network in partnership with leading universities, and institutions in the region including the United Nations Economic Commission for Latin America and the Caribbean (ECLAC) to address major health policy gaps and deficits in a changing urban environment.

UNU-INRA Programme and Budget 2018-2019

Africa is endowed with vast renewable and non-renewable resources. Yet, the utilisation of these resources has not translated into sustainable development. UNU-INRA, located in Accra, Ghana, aims to assist in the efficient and sustainable management of these natural resources through research, policy advice and capacity development.

Income Category (in thousands USD) New Funding 1,500 Operating B2016-2017 contributions (Revised) 1,000

SPC 500 International B2018-2019 (Estimated) SPC Domestic 0 0 500 1,000 1,500 2,000 2,500 3,000 3,500

Endowment Fund Cumulative Surplus

(Actual) (Actual)

(Actual)

(Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 Operating Contributions SPC (includes c/f) B2010-2011

Funded Personnel Allocation of Resources

15 100% Research Degree programmes Capacity development 90% UN Staff 12 80% Communications Administration 4 70% 9 60% 50% 4 6 4 40% 4 4 PSA 8 30% B2016-2017 47% 2% 21% 5% 24% 3 6 20% 4 3 2 10% 0 0%

Personnel B2018-2019 50% 1% 6% 4% 39%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes

The Institute is participating in a consortium of four-institutions consisting of Ashesi University, the Netherlands Development Organisation (SNV), EY and UNU-INRA. The Institute’s role is to analyse and determine constraints that small and medium size enterprises face in developing climate-smart businesses. UNU-INRA will facilitate the engagement of policy makers with entrepreneurs. The Zambian Revenue Authority is interested in the contributions the mining sector can make to development. The Institute’s Operating Unit in Zambia undertook an analysis of the mining sector in Zambia to inform the Zambian Revenue Authority on the different tax options. UNU-INRA was also involved in the Tana Forum in Arusha, Tanzania which sought to create a platform for regional cooperation in natural resource governance in Africa. The Institute made a case for adopting local approaches in cross-border natural resource governance. Cross-border natural resource governance poses challenges due to differences in the constitutional mandates of different countries and the growing concern over territorial integrity, national sovereignty and security. UNU-INRA also contributes to the SDG Centre for Africa, where, at a conference, the Institute made a presentation on research-policy nexus. The conference, held in Kigali, Rwanda, was on the theme “Mobilizing African Intellectuals towards Quality Tertiary Education in Africa”.

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Harnessing Renewable Natural Resources for Efficient and Environment, Climate and Energy 4 personnel 65 Sustainable Use The programme aims to evaluate and monitor the state of renewable natural resources in the African continent and to propose technologies and practices to harness and improve them. It will also provide insight on the connection between climate change and the human activities that affect land use.

Measures of success • Sensitise regional economic communities in Africa on appropriate policies that address the impact of climate change on agriculture, food security and trade with two workshops/outreach activities. • Develop benchmarks for integrated science-farmer coping strategies for sustainable land management. • Prepare and disseminate knowledge products widely, including at minimum two policy briefs, two working papers or research reports, and one article in a peer-reviewed journal. Facilitating Good Governance and Management of Non-Renewable Global Development and Inclusion 3 personnel 102 Natural Resources This programme aims to address key issues related to the management of non-renewable resources in Africa including aspects of equity and governance.

Measures of success • Publish a report on current and emerging governance and management regimes for natural resource management in sub-Saharan Africa. • Quantify value-added potential in the mining sector in at least four countries in sub-Saharan Africa. • Publish and disseminate at least four journal articles, four working papers and four policy briefs to inform and advise policymakers and stakeholders on the management of non-renewable resources.

Promoting Green Economy Environment, Climate and Energy 2 personnel 97 The objective of the programme is to establish empirical evidence that informs policy formulation, implementation and investment in the use of natural resources to promote inclusive growth, social protection and environmental protection. This programme focuses on the African continent, but research results are applicable to developing countries across the world.

Measures of success • Organise four workshops, conferences or fora that will serve as dialogue platforms for policy improvement for climate-smart and energy innovations with the participation of the African private sector. • Prepare and widely disseminate four reports and two policy briefs. Global Development and Inclusion Visiting Scholars Programme 2 personnel 10 Higher Education Policy This programme addresses a core mandate of the Institute: strengthening the capacity of researchers at African universities and research institutions. It provides scholars the opportunity to spend some time at UNU-INRA headquarters or at its operating units to undertake research. This programme also offers young scholars a platform to establish new networks and collaborate on academic publications.

Measures of success • Enhance gender representation of the Visiting Scholars programme with at least 30 per cent female representation. • Improve knowledge-exchange amongst academic peers and policy makers through two seminar presentations. • Each visiting scholar develops a working paper and a policy brief. Capacity and Degree Programme Global Development and Inclusion 4 personnel 10 Development Higher Education Policy

Capacity Development and Degree Programme Activities The Institute continues to strengthen the capacity of various stakeholders in the application of geographical information systems in natural resources management. These are one-week, intensive certificate courses, organised on a quarterly basis which provide researchers, students, and practitioners with hands-on working knowledge of the application of geospatial tools in resource management. Past trainings have been held in Accra, Ghana and efforts are being made to offer similar trainings in Namibia. Collaboration Highlights (B2016-2017) The Institute is collaborating with three institutions (Ashesi University, SNV and EY) in the context of the Ghana Climate Innovation Centre project. This project is supported by the World Bank, the Danish International Development Agency (DANIDA) and the Government of Netherlands. The Institute's contribution to the work of this consortium involves providing leadership in analysis of the policy environment. Specifically, UNU-INRA will organise public dialogues to engage policy makers to help provide an enabling environment for climate-smart businesses in Ghana.

UNU-INWEH Programme and Budget 2018-2019

UNU-INWEH, located in Hamilton, Ontario, Canada, acts as the ‘United Nations Think Tank on Water’. The Institute responds to regional and global water challenges and facilitates efforts to meet the SDGs by providing water- related scientific analysis and advice. The vision of UNU-INWEH is to create a world free of water problems where sustainable human development, and environmental health and security are assured for all.

Income Category (in thousands USD) New Funding 7,000 6,000 Operating B2016-2017 contributions 5,000 (Revised) 4,000 SPC 3,000 International B2018-2019 2,000 (Estimated) 1,000 SPC Domestic 0 0 1,000 2,000 3,000 4,000

Endowment Fund Cumulative Surplus

(Actual) (Actual)

(Actual)

(Adjusted)

(Estimated)

B2012-2013 B2014-2015 B2016-2017 B2018-2019 Operating Contributions SPC (includes c/f) B2010-2011

Funded Personnel Allocation of Resources

25 100% Research Degree programmes Capacity development 90% UN Staff Communications Administration Other 20 8 80% 7 70% 15 60% 50% 6 5 10 6 40% PSA 15 14 30% B2016-2017 57% 2% 8% 12% 22% 5 8 20% 7 7 10% 0 0%

Personnel B2018-2019 60% 8% 9% 10% 13%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes

The Institute seeks to make direct, consistent and growing contributions to UN-Water activities through its flagship policy outputs, including the World Water Development report series and the SDG6 Synthesis Report, and through regular participation in United Nations World Water Day Task Forces. These contributions will extend into the new United Nations Water Decade of 2018-2028, and will take the form of focused analysis and synthesis of global water-related issues that fall under UNU-INWEH areas of expertise. The Institute will continue to facilitate national dialogues within Member States focused on the identification of gaps, risks and needs to accelerate progress on water-related SDGs, particularly Goal 6 on Clean Water and Sanitation. UNU-INWEH will provide targeted expert contributions to large international sustainable development processes and conventions (e.g. United Nations International Strategy for Disaster Reduction, Intergovernmental Science- Policy Platform on Biodiversity and Ecosystem Services (IPBES), as well as to the Global Forum on Agricultural Research and to the United Nations Department of Economic and Social Affairs’ High-Level Panel on Water. The Institute will also continue to provide expert advisory services via its network of partnerships, which includes partners such as the Global Framework for Action against Water Scarcity (led by FAO), Groundwater Solutions Initiatives for Policy and Practice (led by IWMI); and, the Future Water, Climate Technology Centre and Network (CTCN), coordinated by UNEP.

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Water, Ecosystem and Human Environment, Climate and Energy 8.7 personnel 748 Development This research programme addresses a range of water-related challenges. It provides information and policy support to Member States in their efforts to achieve water-related SDGs and includes assessments of the role unconventional sources of water play in the alleviation of water scarcity. Furthermore, the programme addresses the water-food- energy-environment nexus and water-related security issues, including the management of water-related health and environmental risks. The research also the risk associated with water-related extreme events, such as floods and droughts and measures to improve resilience.

Measures of success • Publish at least 20 peer-reviewed publications and three policy briefs on water-related issues. • Increase the knowledge and capacity of relevant stakeholders (researchers and policymakers) by organising a minimum of four conference sessions/workshops per year; engaging in at least five collaborative activities with UN- Water Members and Partners; participating in a minimum of five international initiatives, partnership networks and dialogues; and supporting 30 trainees per year through various capacity development activities. • Increase the visibility of UNU-INWEH internationally, as measured by the number of requests received for advice and assistance on technical and policy matters annually.

Programme Development 68

Capacity Development and Degree Programme Activities

The Institute organises the Water Without Borders (WWB) collaborative graduate diploma programme with McMaster University, which brings students together in an intimate experiential learning environment to learn how to bridge practice, research and policy. UNU-INWEH houses the Water Learning Centre (WLC), a distance education facility focused on Integrated Water Resources Management with thematic coverage on a range of topics, including emerging ones, such as water security. The WLC contributes to targeted thematic professional training with a focus on developing countries. Furthermore, training and capacity building activities are organized in a number of the Institute’s projects, such as the training of national stakeholders in the use of the policy support system (PSS) to accelerate progress towards SDG6. These activities target both government stakeholders and researchers involved with SDG-related processes in select countries and complement wider SDG monitoring initiatives led by UN-Water. The Vibrant Internship and Enhanced Learning Experience are programmes that attract young scholars from around the world to support UNU-INWEH projects while gaining experience working within the United Nations environment.

Collaboration Highlights (B2016-2017)

The Institute collaborated with the Korean Environment Corporation (KECO), the Ministry of Environment of Korea and the United Nations Office for Sustainable Development (UNOSD, Seoul, Korea) to roll out, in a first phase, the SDG6 policy support system (PSS) in five member states (Korea, Tunisia, Costa-Rica, Pakistan, Ghana) in order to identify gaps and risks for the national progress of each of the participating countries towards achieving SDG6. The overall focus of this activity at present is to assist countries in ensuring that components that are critical for sustainable development are maintained throughout the SDG process.

UNU-MERIT Programme and Budget 2018-2019

Income Category (in thousands USD) New Funding 10,000 Operating B2016-2017 8,000 contributions (Revised) 6,000 SPC 4,000 International B2018-2019 (Estimated) 2,000 SPC Domestic 0 0 2,000 4,000 6,000 8,000 10,000

Endowment Fund Cumulative Surplus

(Actual) (Actual)

(Actual)

(Adjusted)

(Estimated)

B2016-2017 B2012-2013 B2014-2015 B2018-2019 Operating Contributions SPC (includes c/f) B2010-2011

Funded Personnel Allocation of Resources

20 100% Research Degree programmes Capacity development 90% UN Staff 80% Communications Administration Other 15 10 70% 60% 10 50% 12 12 12 40% 30% PSA B2016-2017 48% 20% 8% 4% 18% 2% 5 9 7 20% 10% 0 1 1 1 0%

Personnel B2018-2019 37% 24% 5% 5% 27% 2%

cost as % of (Estimated)

(Actual) (Actual)

(Actual) total budget

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

UNU-MERIT, located in Maastricht, the Netherlands, functions as a research centre and think tank addressing a broad range of policy questions on science, innovation and democratic governance. It includes a graduate school comprising 100 PhD fellows and 140 Masters students.

Targeted Policy Processes The Institute is actively involved in the inter-agency task team on Science, Technology and Innovation (STI) for the SDGs. Together with other United Nations agencies, the Institute is developing a capacity building programme to aid developing countries in using STI to achieve the SDGs. UNU-MERIT has played an important role in writing the recent flagship Industrial Development Reports of the United Nations Industrial Development Organization (UNIDO). The Institute made a major contribution to the 2016 report and is providing background material for the 2018 Industrial Development Report, which focusses on the role of demand in driving industrialisation. UNU-MERIT continues to co-author the European Innovation Scoreboard, providing a comparative analysis of innovation performance in EU Member States, other European countries, and regional neighbours. The Scoreboard provides a timely assessment of the strengths and weaknesses of national innovation systems, assisting countries to identify areas that they need to address. The Institute has recently begun a project for the World Food Programme (WFP) in the Kakuma and Dadaab refugee camps (Kenya), assessing the effects of cash transfer modality as part of the mixed food assistance package for both refugees and the host community. The project will assist the WFP in modelling the most effective and efficient mix between food and cash transfers, given available resources.

Research Programmes

Programme Name Theme(s) Personnel USD (thousands) Research contribution to Peace Peace and Governance 5 personnel 156 and Governance Research within this programme focuses on the traditional role of social protection in reducing poverty and vulnerability, as well as inclusive innovation and innovation policy. The programme explores the potential of technological innovations in addressing key challenges that keep large parts of society in different parts of the world from improving their livelihoods, as well as the effectiveness of policy in addressing these challenges. This programme also considers the impact of violent conflict on socio-economic indicators and institutional change, with a particular focus on rural households in sub-Saharan Africa.

Measures of success • Publish 65 peer-reviewed articles on issues related to social protection, innovation policy, and post-conflict societies. • Sustained engagement with the United Nations and other international organizations on social protection and innovation policy. Research contribution to Global Global Development and Inclusion 5 personnel 206 Development and Inclusion This programme aims to identify the factors behind long-run growth trends by focusing on the role of innovation, institutions and governance mechanisms in explaining differences in development. One aspect of this programme is concerned with the economic factors that influence the innovation process and its efficiency, as well as the economic impact of innovation, whilst another aspect of this programme focuses on the effects of migration on (human) development.

Measures of success • Ensure the continued success of the programme Design and Evaluation of Innovation Policy with partners like the Commission of the African Union and the Inter-American Development Bank; and, organise two workshops. • Publish 65 peer-reviewed articles. • Sustained engagement with the United Nations and other international organizations on issues related to migration, structural change and innovation processes.

Research contribution to Environment, Climate and Energy 1 personnel 3 Environment, Climate and Energy Research in this programme considers the sustainability aspects of long-term development, with research activities ranging from diffusion of environmentally friendly technologies at the micro level, to structural changes at the macro level. The research is concerned with ‘inertia’ of various kinds that can obstruct such transitions.

Measures of success • Produce ten peer-reviewed articles. • Sustained engagement with the United Nations and other international organizations on issues related to environment and energy; collaborate in two projects that contribute to the work of the Inter-Agency Task Force on Science, Technology and Innovation for SDGs. Global Development and Inclusion Degree Programme Activities 10 personnel 1,910 Higher Education Policy various Non-Degree Programme Activities Global Development and Inclusion 160 personnel Programme Development 396

Capacity Development and Degree Programme Activities

Interest in the UNU-MERIT and Maastricht University Double MSc in Public Policy and Human Development has remained strong, partly due to its high position in national rankings in the Netherlands. The medium-term aim is to see annual growth of 3 per cent in student numbers.

Collaboration Highlights (B2016-2017) The Institute has numerous ongoing projects with various international organizations, normally involving commissioned research and analysis, which leads to edited papers and public events. This work currently includes: a project for GIZ on Anti-Corruption and Integrity; a project on Fiscal Space and Budget Analysis for Social Protection Programs for Children in Montserrat and Virgin Islands for the UNICEF office in Barbados; and, a project for UNIDO’s Industrial Development Report 2018 (IDR 2018): The Demand for Manufacturing: Inclusive and Sustainable Industrial Consumption in a Globalized Economy. UNU-MERIT research feeds into one of the core chapters of the IDR 2018 report, examining the conditions under which globalization can be inclusive. The Institute’s contribution considers the importance of a diversified export structure in enabling countries to avoid commodity traps. It is expected that the research on which the chapter is based will be published as background papers to the IDR 2018.

UNU-WIDER Programme and Budget 2018-2019

UNU-WIDER provides economic analysis and policy advice on transformation, inclusion and sustainability, including the cross- cutting concerns of Africa, gender, and development finance with the aim of promoting sustainable and equitable development. Based in Helsinki, Finland, the Institute strives to break new ground in research and policy analysis, building on more than 30 years of internationally recognised work on poverty, inequality, and human development.

Income Category (in thousands USD) New Funding 16,000 Operating contributions B2016-2017 12,000 (Revised)

8,000 SPC International B2018-2019 4,000 (Estimated) SPC Domestic 0 0 5,000 10,000 15,000 20,000 25,000

Endowment Fund Cumulative Surplus

(Actual) (Actual)

(Actual)

(Adjusted)

(Estimated)

B2016-2017 B2012-2013 B2014-2015 B2018-2019 Operating Contributions SPC (includes c/f) B2010-2011

Funded Personnel Allocation of Resources

60 100% Research Degree programmes Capacity development 90% UN Staff 50 80% Communications Administration 40 32 70% 29 60% 30 50% 23 40% PSA 20 17 30% B2016-2017 60% 12% 9% 19% 18 20% 10 17 20 8 13 10% 0 5 0% Personnel B2018-2019 cost as % of 51% 1%11% 18% 19%

total budget (Estimated)

(Actual) (Actual)

(Actual)

(Revised)

(Estimated)

B2014-2015 B2012-2013 B2016-2017 B2018-2019 B2010-2011

Targeted Policy Processes The themes of UNU-WIDER’s 2014-2018 work programme are at the very centre of the 2030 Agenda for Sustainable Development, and much of the Institute’s work is a direct response to the Agenda’s ‘call for increased support for strengthening data collection and capacity building in Member States. Through its policy engagements, UNU-WIDER is working with Member States to implement policies focused on achieving a series of goals and targets in this Agenda. As such, the Institute is increasing its policy engagement with developing countries (for example in Ghana, Mozambique, Myanmar, Tanzania, South Africa, and Viet Nam), the governments of its core donor countries (Finland, Sweden, and the United Kingdom), and others. Building strategic institutional partnerships in these countries and elsewhere has had, and continues to achieve, considerable policy impact. There is direct collaboration with UNICEF, WHO, FAO, World Bank, the International Monetary Fund (IMF) and many others in UNU-WIDER’s current projects and activities. When the Institute’s research findings intersect with United Nations policy and processes – which they often do – UNU-WIDER disseminates its findings to United Nations contacts across the world and at the United Nations headquarters in New York.

Research Programmes6

Programme Name Theme(s) Personnel USD (thousands) Transformation Global Development and Inclusion 14 personnel 8,973

This programme comprises research that deepens the understanding of how economies can better promote economic transformation, utilise natural resource wealth, and implement industrial policies in ways that allow economic diversification, job creation, addressing gender imbalances, and reducing poverty, while minimising the impact of shocks and climate change.

Measures of success • Produce high-quality, policy-relevant research, with the objective of producing 200 research outputs and 100 peer reviewed publications; and achieving an average impact factor of 1.40 per peer-reviewed journal article. • Strengthen the capacity of younger and developing country researchers to undertake policy research, with the goal of achieving 50 percent participation of developing country nationals in UNU-WIDER events; scholars from developing countries (co-)authoring 100 research outputs and 45 peer-reviewed publications; female researchers (co-)authoring 50 per cent of UNU-WIDER Working Papers and peer-reviewed publications. • Contribute to the targets of the 2030 sustainable development agenda, by producing research, policy advice, and five case studies on policy and practice for policymakers and practitioners at the United Nations headquarters and in Member States.

Inclusion Global Development and Inclusion 6 personnel 920 This programme focuses on expanding and deepening understanding of inequality and discrimination. The aim is to ensure that development processes are inclusive, and to this end, guide evidence-based policy-making.

Measures of success • Produce high-quality policy-relevant research, including 36 research outputs and 15 peer reviewed publications, with an average impact factor of 1.40 per peer-reviewed journal article. • Strengthen the capacity of younger and developing country researchers to undertake policy research, as demonstrated in 2018 by 50 per cent of event participants being developing country nationals; scholars from developing countries (co-)authoring 20 research outputs and 17 peer-reviewed publications; and female researchers (co-)authoring 50 per cent of UNU-WIDER Working Papers and peer-reviewed publications. • Contribute to the targets of the 2030 sustainable development agenda, by producing research, policy advice, and two case studies on policy and practice for policymakers and practitioners at the United Nations headquarters and in Member States.

Knowledge Mobilisation Global Development and Inclusion 10 personnel 2,790

This programme concentrates on moving knowledge created by UNU-WIDER and its global network of researchers to the right person, at the right time, and in the right form.

Measures of success • Improve research uptake and policy impact by, in 2018, making UNU-WIDER’s research and its results easily accessible to policymakers and practitioners, development organizations, and researchers; releasing 80 peer- reviewed publications (open access); reaching 60,000 followers on the UNU-WIDER Twitter account; achieving 340,000 user sessions on the UNU-WIDER website, and, registering 115,000 WIDER Working Paper downloads. • Enhance exchange and discussion among researchers, policy makers and practitioners at all levels, including with development organizations, facilitated through hosting six policy events; and, positive feedback from event participants.

3 Programmes Global development and inclusion TBD 1,500

6 Success is measured at UNU-WIDER based on a logical framework established for the Institute’s 2014-18 work programme. The set of indicators presented here is a sample of measures directly emanating from this logical framework.

The directorship of UNU-WIDER will change in early 2019. The new Director, together with the Institute's senior management and stakeholders, will develop the work programme beyond 2018. The Institute is therefore preserving funds for three new programmes and related activities beyond the end of its current 2014-2018 work programme.

Programme Development 694

Capacity Development and Degree Programme Activities

The Institute has consistently supported researchers from developing countries as well as early-career researchers to bring their work and insights to the attention of the global research community and to the larger policy audience. This has facilitated the development of both skills and confidence, and strengthening of research capabilities in what are often difficult and isolated national circumstances. In addition, the UNU-WIDER actively seeks to eliminate the gender divide and strive towards gender equality, by enabling the participation and inclusion of women in all of its activities. Many of the Institute’s projects address gender issues in research and policy and equal shares of women and men are reflected in all key UNU-WIDER performance indicators. The Institute’s projects directly involve developing country nationals in drafting or contributing to research and policy studies to enhance the capacity of developing countries. Well above half of the research output is authored by developing country researchers, and UNU-WIDER also collaborates with research networks, such as the African Economic Research Consortium, the International Economic Association, and many other research institutions that engage developing country researchers. Furthermore, networking at project meetings and UNU-WIDER Development Conferences allows developing country nationals and early-career researchers to meet researchers from other regions, and to share experience and connections. In addition, the Institute implements and supports training and capacity-building initiatives for the benefit of early- career researchers, in particular from the South by operating two competitive programmes designed to allow university academics and doctoral students to spend three to four months at the offices of UNU-WIDER in Helsinki. The Institute also supports the both the Finnish university environment through its joint course with the Helsinki Centre of Economic Research in development economics and the University of Ghana PhD programme in development economics. Collaboration Highlights (B2016-2017)

The Institute's close collaboration with the National Treasury of South Africa has been a successful initiative in terms of research outputs and policy impact. Major accomplishments include considerably enhanced professional interaction and engagement between UNU-WIDER, the National Treasury of South Africa and other governmental institutions, South African researchers, as well as researchers in the Southern Africa region; considerably enhanced data access; and a deepening of the policy research capacity of researchers from the Southern Africa region. The Institute also has interactions with various policy processes in Mozambique. UNU-WIDER collaborates with two key institutions within the Ministry of Economics and Finance of Mozambique and the University of Eduardo Mondlane. It provides regular research and policy support to the Government of Mozambique and University of Eduardo Mondlane. For this purpose, two UNU-WIDER Research Fellows are based at the latter two institutions in order to provide day-to-day research and policy support, and contribute to the institutional development of these institutions. In their daily tasks, the two advisers are backed by the Institute’s senior management, staff, as well as external experts, who provide analytical inputs and transfer capacity to undertake research, policy analysis, and communications activities.

V. Summative Work Programme Tables and Graphs B2018-2019

Work Programme B2018-2019 by UNU Institute

112. Table 15 summarises the work programmes of each UNU institute.

Research Programmes Table UNU Entity (All figures in thousands of Programme 15 1 2 3 4 5 6 USD) Development UNU-IIGH Governance for Environment and Emerging Issues in Health and Human Urban Health Lead Develop in UNU-IIGH UNU International Global Health Health Health Rights Global Health Programme Institute for Global Development Health

Total: 1,011 Total: 150 Total: 131 Total: 120 Total: 120 Total: 352 Total: 102 Total: 37

UNU-IAS Transformations to Natural Capital and Global Change and Operating Unit Postgraduate Communication,

UNU Institute for the Sustainable Society Biodiversity Resilience Ishikawa/ Degrees and Dissemination and Advanced Study of Kanazawa Training Outreach

Sustainability

Total: 16,122 Total: 6,819 Total: 5,027 Total: 15 Total: 1,070 Total: 2,630 Total: 561 UNU-FLORES Integrated Institutions and Water Resources The Soil-Water- Sustainable Institutional

6 Programmes UNU Institute for Resources Evidence-based Management within Waste NEXUS Management of Development Integrated Management Management under Decision Making for the Context of Inter- Waste as a Resource of Material Fluxes and of Conditions of Global Planning and Related interrelated with Resources Change Management of Environmental Water and Soil Environmental Resources Resources

Total: 747 Total: 146 Total: 86 Total: 199 Total: 120 Total: 186 Total: 10 UNU-MERIT Research Research Research Degree Programme Non-Degree UNU-MERIT UNU Maastricht contribution to contribution to contribution to Activities Programme Programme Economic and Social Peace and Global Development Environment, Activities Development Research Institute on Governance and Inclusion Climate and Energy

Innovation and Technology

Total: 2,829 Total: 156 Total: 206 Total: 3 Total: 1,910 Total: 160 Total: 396 UNU-INRA Harnessing Facilitating Good Promoting Green Visiting Scholars Capacity and Degree

Programmes UNU Institute for Renewable Natural Governance and Economy Programme Programme

5 Natural Resources in Resources for Management of Development Africa Efficient and Non-Renewable Sustainable Use Natural Resources

Total: 285 Total: 65 Total: 102 Total: 97 Total: 10 Total: 10

Research Programmes Table UNU Entity (All figures in thousands of Programme 15 1 2 3 4 5 6 USD) Development UNU-CRIS The Role of Regions The UN and Changing Patterns of Academic Capacity UNU-CRIS UNU Institute on in Global Regional Public Regional and Global Building and Programme Comparative Regional Governance Goods Governance: Energy Training Activities Development

Integration Studies and Climate Policies

Total: 1,242 Total: 235 Total: 586 Total: 198 Total: 201 Total: 23 UNU-EHS Vulnerability Environmental Migration Environmental UNU Institute for Assessment, Risk Vulnerability and Programme Migration, Social Environment and Management and Ecosystem Services Vulnerability and Human Security Adaptive Planning (EVES) Adaptation (EMSVA) (VARMAP)

Total: 1227 Total: 2,711 Total: 1015 Total: 389 Total: 80 UNU-GCM Migration, Social Migration and Cities Migration Work and UNU’s UNU-GCM UNU Institute on Inclusion and Technology Chairmanship of the Programme Globalization, Culture Peaceful Societies Global Migration Development and Mobility Group

Total: 123 Total: 28 Total: 28 Total: 28 Total: 30 Total: 10 UNU-WIDER Transformation Inclusion Knowledge 3 Programmes UNU-WIDER

4 Programmes UNU World Institute for Mobilisation Programme Development Economics Development

Research

Total: 14,877 Total: 8,973 Total: 920 Total: 2,790 Total: 1,500 Total: 694 UNU-CPR Peaceful, Just and Leaving No-one New Global New York UNU-CPR UNU Centre for Policy Inclusive Societies Behind Governance Issues Representation Programme Research Activities Development

Total: 2,910 Total: 698 Total: 1549 Total: 295 Total: 20 Total: 348 UNU-CS Digital Peace Lab Gender Tech Lab Migrant Tech Small Data Lab UNU Institute on Computing and Society

Total: 377 Total: 71 Total: 107 Total: 125 Total: 74

Research Programmes Table UNU Entity (All figures in thousands of Programme 15 1 2 3 4 5 6

USD) Development

UNU-EGOV Digital Community Building UNU Operating Unit on Transformation for and Institutional Policy-Driven Electronic better Governance Development Governance and Sustainable Development

2 Programmes Total: 553 Total: 280 Total: 274

UNU-INWEH Water, Ecosystem UNU-INWEH UNU Institute for Water, and Human Programme

Environment and Health Development Development

Total: 816 Total: 748 Total: 68 UNU-BIOLAC Biotechnology UNU Biotechnology Programme Programme for Latin

1 Programme America and the Caribbean

Total: 610 Total: 610

Research Programme Themes 113. Graph 7 illustrates UNU’s estimated expenditure by theme. The UNU Strategic Plan 2015-2019 sets out three principal themes for UNU’s programme of work: peace and governance; global development and inclusion; and environment, climate and energy. Institutes may choose one of two additional themes: demography and migration; or higher education.

Research Programme Themes B2018-2019 Graph 7 25,000

20,000 [CELLRANGE]

[CELLRANGE] [CELLRANGE] [CELLRANGE] 15,000

10,000

[CELLRANGE] [CELLRANGE] Expenditure (in USD) (in of Expenditurethousands 5,000

[CELLRANGE] [CELLRANGE] 0 Peace & Governance Global Development & Inclusion Environment, Climate & Energy

Principal Theme Only Demography & Migration Higher Education Policy

Expenditure for Academic Activities by UNU Institute 114. Graph 8 illustrates the estimated expenditure by UNU institute for academic activities and personnel.

Graph 8 Expenditure for Academic Activities

by Institute B2018-2019 UNU-CPR, 3,885 UNU-EGOV, 2,102 (in thousands of USD) UNU-BIOLAC, 611

UNU-WIDER, 14,542 UNU-CRIS, 754

UNU-CS, 2,135

UNU-EHS, 4,070

UNU-FLORES, 2,418

UNU-MERIT, 5,260 UNU-GCM, 781

UNU-INWEH, 2,445

UNU-INRA, 702 UNU-IAS, 14,568 UNU-IIGH, 2,020

Internal Collaboration Matrix B2018-2019 115. The following matrix maps internal collaboration amongst UNU research entities.

UNU UNU UNU UNU UNU UNU UNU UNU UNU UNU UNU UNU UNU UNU Programmes Iceland

------

GCM UNU Internal BIOLAC CPR CRIS CS EHS EGOV FLORES IAS IIGH INRA INWEH MERIT WIDER

based

Collaboration

Matrix

UNU-BIOLAC

UNU-CPR

UNU-CRIS x x

UNU-CS x x

UNU-EHS x x x x x x x

UNU-EGOV x

UNU-FLORES x x x x x x x

UNU-GCM x x x x x x x x

UNU-IAS x x x x x x x

UNU-IIGH x x x x

UNU-INRA x x x

UNU-INWEH x x x x x x x

UNU-MERIT x x x x x x x x x

UNU-WIDER x x x x x x x x x

External Collaboration Matrix B2018-2019 116. The following table illustrates collaboration between UNU entities and United Nations bodies, programmes, commissions, and agencies, as well as select international organizations.

BIOLAC CPR CRIS CS EHS EGOV FLORES GCM IAS IIGH INRA INWEH MERIT WIDER

AfDB x x CBD x x DFS x EU x

ECLAC x ESCAP x x ESCWA x FAO x x x x Future Earth x GEF x GWP x x IADB x IGES x x IHA x ILO x x x IOM x x x x IPBES x x IPCC x ITU x x IUCN x IWMI x x OECD x OHCHR x UN-ACT x

BIOLAC CPR CRIS CS EHS EGOV FLORES GCM IAS IIGH INRA INWEH MERIT WIDER

UNAIDS x UNCCD x UNCTAD x UN DESA x x x UNDP x x UNECE x UNEP x x x x UNESCO x x x x x x UNESCO-IHE x UNESCO-IHP x UNFCCC x x UNFPA x UN-HABITAT x x x UNHCR x UNICEF x x UNIDO x x UNISDR x x UN-Water x x UNW-DPC x UN Women x World Bank x WHO x x x WMO x

Expenditure by Budgetary Fund 117. Graph 9 depicts UNU’s total budgetary expenditure (USD 108.5 million) by budgetary fund for B2018-2019.

UNU B2018-2019 Budget by Budgetary Fund Graph 9

UNU-WIDER 21% UNU HQ Bldg 5%

UNU HQ UNU-MERIT 13% 7%

UNU-IRADDA 1% UNU-CENTRE UNU-INWEH 25% 3% UNU-CPR UNU-INRA 6% 1%

UNU-EGOV UNU-IIGH 2% 4% UNU-ViE 4%

UNU-BIOLAC 1% UNU-IAS 16% UNU-CRIS 2% UNU-CS UNU-GCM UNU-EHS UNU-FLORES 4% 4% 2% 4%

Annexes

Annex I: Summary Table of the UNU Budget Proposal for B2018-2019

Annex II: Summary Table of the UNU Budget Proposal for B2018-2019 (by year)

With the implementation of the International Public Sector Accounting Standards (IPSAS), UNU is required to prepare annual financial statements on the full accrual basis which are audited and reported upon by the Board of Auditors. This does not affect the budget cycle, and the budgets will continue to be prepared and reported on the same modified cash basis. However, the explanation of material variance will be required on an annual basis. The table below shows the distribution of resources between the first and second years of the biennium. This will form the basis of the presentation of the Statement of Comparison of Budget and Actual Amounts in the IPSAS compliant financial statements, whereby variances of 10 per cent or more between the annual budget and actual amounts (expenditures) require explanations by way of notes of disclosure.

Annex III: UNU Staffing Table Comparison of Funded Posts Between Initial B2016-2017 and Estimated B2018-2019 By Location and Level7

7 For comparison purposes, the staffing table of B2016-2017 budget of the UNU Office in New York is included under UNU-CPR, instead of, as previously, under UNU HQ. 83

Annex IV: UNU Staffing Table for Estimated B2018-2019

UNU Headquarters Office of the Rector ASG Senior Vice-Rector 1 1 1 D-2 Vice-Rector 1 1 1 D-2 Vice-Rector 2 2 P-5 Executive Officer 1 1 1 P-4 Chief of Staff 1 1 1 P-3 Legal Officer 1 1 1 P-3 Programme Officer 1 1 P-2 Programme Officer 1 1 1 NO-B Administrative Officer 1 1 1 GS-4 Assistant 1 1 GS-3 Driver 1 1

UNU Council NO-A Council and Admin Officer 1 1 1

Office of Communications P-4 Head of Communications 1 1 1 GS-5 Communications Project Coordinator 1 1 1

Campus Computing Centre (C3) D-1 Chief of ICT and Director 1 1 1 P-4 ICT Manager 1 1 1 GS-5 Senior Systems and Operations Engineer 1 1 1

Administration D-2 Director of Administration 1 1 1 Operations Services (Tokyo) NO-B Operation Services Manager 1 1 1 GS-4 Operation Assistant 2 2 2 Global Business Services Finance and Operations NO-D Deputy Director of Administration and 1 1 1 Chief Financial Officer NO-C Senior Finance Manager 1 1 1 NO-B Treasurer 1 1 1 NO-B Senior Accountant 1 1 1 NO-A Accountant 1 1 1 NO-A Operations Officer 1 1 1 GS-6 Finance Associate 3 3 3 GS-5 Finance Assistant 1 1 1

Annex IV: UNU Staffing Table for Estimated B2018-2019 (continued)

UNU-Centre Total 38 33 0 33 5

UNU Centre for Policy Research (UNU-CPR) D-1 Director 2 2 2 P-5 Senior Policy Adviser 1 1 1 P-4 Policy Adviser 1 1 1 P-4 Policy Adviser 1 1 P-3 Policy Officer 1 1 1 P-3 Policy Officer 1 1 P-2 Research Officer 1 1 1 UNU-CPR Total 8 6 0 6 2

UNU Operating Unit on Policy-Driven Electronic Governance (UNU-EGOV) P-5 Head of UNU-EGOV 1 1 1 P-4 Academic Officer 1 1 1 P-2 Programme and Administrative Services 1 1 1 Officer UNU-EGOV Total 3 3 0 3 0

Vice Rectorate in Europe (UNU-VIE) D-2 Vice-Rector in Europe 1 1 1 P-3 Section Head - Communications 1 1 1 P-2 Finance and Administrative Officer 1 1 1 P-2 IT Operations Officer 1 1 1 P-2 Associate Academic Officer 1 1 1 GS-5 Finance Assistant 1 1 1 GS-5 Human Resources & Operations 1 1 1 Assistant GS-5 ICT Assistant 1 1 1 GS-5 Programme Support Assistant 1 1 UNU-ViE Total 9 7 1 8 1

UNU Programme on Comparative Regional Integration Studies (UNU-CRIS) D-1 Director 1 1 1 UNU-CRIS Total 1 1 0 1 0

Annex IV: UNU Staffing Table for Estimated B2018-2019 (continued)

UNU Environment and Human Security (UNU-EHS) D-2 Director 1 1 1 P-4 Section Head - VARMAP 1 1 1 P-3 Section Head- EVES 1 1 1 P-3 Section Head - Migration 1 1 1 P-2 Section Head - EMSVA 1 1 1 P-2 Associate Academic Officer 3 3 3 P-2 Associate Academic Officer 10 10 GS-6 Programme Associate 1 1 1 GS-6 Research Associate 1 1 1 GS-6 Education Programme Administrative 1 1 1 Associate GS-5 Programme Assistant 1 1 1 UNU-EHS Total 22 8 4 12 10

UNU Institute for Integrated Management of Material Fluxes and of Resources (UNU- FLORES) D-1 Director 1 1 1 P-3 Academic Officer 5 5 5 P-2 Manager, Office of the Director 1 1 1 NO-A Finance and Administrative Officer 1 1 1 GS-6 Communications and Advocacy 1 1 1 Associate GS-6 Security, IT and Front Desk Associate 1 1 1 UNU-FLORES Total 10 10 0 10 0

UNU Institute on Globalization, Culture and Mobility (UNU-GCM) D-1 Director 1 1 1 P-4 Senior Research Officer 1 1 1 P-3 Management Officer 1 1 1 UNU-GCM Total 3 3 0 3 0

Annex IV: UNU Staffing Table for Estimated B2018-2019 (continued)

UNU International Institute for Global Health (UNU-IIGH) D-1 Director 1 1 1 D-1 Deputy Director 1 1 1 P-4 Research Fellow 2 2 2 P-3 Research Fellow 1 1 1 NO-A Finance and Administrative Officer 1 1 1 NO-A Programme Officer 1 1 1 GS-5 Executive Associate to the Director 1 1 1 GS-5 Programme Assistant 1 1 1 GS-4 Programme Assistant 1 1 1 GS-4 Administrative Assistant 1 1 1 GS-4 Finance Assistant 1 1 1 GS-3 Driver cum General Services Assistant 1 1 1 UNU-IIGH Total 13 13 0 13 0

UNU Institute for Natural Resources in Africa (UNU-INRA) D-2 Director 1 1 1 P-2 Finance & Administrative Officer 1 1 1 GS-4 Administrative Assistant 1 1 1 GS-4 Liaison Clerk 1 1 1 UNU-INRA Total 4 4 0 4 0

Annex IV: UNU Staffing Table for Estimated B2018-2019 (continued)

UNU Institute for Sustainable Development (UNU-IRADDA) D-1 Director 1 1 1 P-4 Research Fellow 1 1 1 P-3 Research Fellow 1 1 1 P-2 Junior Research Fellow 1 1 1 NO- Finance and Administrative Officer 1 1 1 A GS-5 Programme Assistant 1 1 1 GS-4 Administrative Assistant 1 1 1 UNU-IRADDA Total 7 7 0 7 0

UNU Maastricht Economic and Social Research and Training Centre on Innovation and Technology (UNU-MERIT) D-1 Director 1 1 1 P-5 Deputy Director 1 1 1 P-5 Senior Research Fellow 2 2 2 P-4 Research Fellow 3 3 3 P-3 Research Fellow 3 3 3 P-3 Chief, Administrative & Programme 1 1 1 Services P-3 Head Communications Officer 1 1 1 UNU-MERIT Total 12 12 0 12 0

Annex IV: UNU Staffing Table for Estimated B2018-2019 (continued)

*/ Posts not funded in the budget. To be filled only when additional Voluntary Contributions or Specific Project Contributions (SPC), have been mobilised to cover the salary and related cost. **/ Posts funded by SPC Number Sources of funding of Posts Core SPC ** Total Not * Funded Funded UNU World Institute for Development Economics Research (UNU-WIDER) D-2 Director 1 1 1 D-1 Deputy Director/Principal Research 1 1 1 Fellow P-5 Senior Research Fellow 1 1 1 P-5 Chief Administrative and 1 1 1 Programme Services P-4 Research Fellow 5 5 5 P-4 Research Fellow 1 1 1 P-3 Research Fellow 1 1 1 P-3 Programme Officer 1 1 1 P-2 Research Fellow 2 2 2 P-2 Associate Communication Officer 1 1 1 GS-7 Senior IT Assistant 1 1 1 GS-7 Senior Computer Information 1 1 1 Systems Assistant GS-7 Senior Editorial and Publications 1 1 1 Assistant GS-7 Senior Administrative Assistant 1 1 1 GS-7 Senior Programme Assistant 1 1 1 GS-6 Senior Knowledge 1 1 1 Translation/Editor GS-6 Senior Assistant to the Director 1 1 GS-6 Senior Publications Assistant 1 1 1 GS-6 Senior Finance Assistant 1 1 1 GS-6 Senior Project Assistant 2 2 2 GS-6 Senior Library/Information 1 1 1 Assistant GS-6 Senior Webmaster/System 1 1 1 Development GS-6 Senior Human Resources Assistant 1 1 1 GS-6 Senior Webmaster/Digital Content 1 1 1 Design GS-5 Finance Assistant 1 1 1 GS-5 Team Assistant 1 1 1 UNU-WIDER Total 32 27 4 31 1

UNU Headquarters Building NO-B Conference and Facilities Manager 1 1 1 UNU Headquarters Building Total 1 1 0 1 0

UNU Total 181 151 11 162 19

ERRATA

Please consider the following edits and corrections to the B2018-2019 budget document:

1) Page 26, para 98, last sentence:

‘Endowment Fund’ should be replaced by ‘UNU Centre’; the table number in parenthesis should read “Table 14” (not ‘Table 20’).

2) Page 28, Table 14:

Third line from bottom: The text on the repayment of USD 420.000 should read 'Repayment to UNU Centre' (and not 'Repayment to UNU Endowment Fund').

3) Page 29, para 107:

Replace the existing para 107 with the shortened, otherwise identical version below:

At its 60th session in November 2013, the UNU Council approved a USD 2.1 million cash advance to refurbish the UNU Headquarters Building in order to maximise the utilisation of office space. The B2018-2019 budget shows a provision of USD 0.4 million, which represents the third and fourth instalments of the reimbursement of the advance over an eight-year period.

4) Page 79, Annex 1:

Replace the table with the below, presenting combined amounts of carried forward and new SPC funds:

Annex I

TOTAL CENTRE Institutes TOTAL Cost Category UNU Centre HQ CPR EGOV ViE BIOLAC CRIS CS EHS FLORES GCM IAS IIGH INRA INWEH IRADDA MERIT WIDER HQ Building

Academic Programme (Core Funded) 16,017 1,999 954 800 243 2 610 836 377 320 340 93 1,052 657 180 508 230 972 7,843 - Staffing Table costs 28,615 9,989 6,784 1,563 550 1,092 - 294 1,258 1,387 1,947 747 765 1,744 683 1,208 478 2,956 4,934 225 Other personnel costs 10,112 3,489 1,674 381 914 520 121 - 1,285 105 640 423 239 341 65 869 - 587 1,654 294 General expenses 19,449 5,346 3,322 1,123 293 608 195 350 1,824 422 504 404 640 944 198 703 276 1,597 1,617 4,429 Total core fund 74,193 20,823 12,734 3,867 2,000 2,222 926 1,480 4,744 2,234 3,431 1,667 2,696 3,686 1,126 3,288 984 6,112 16,048 4,948 Specific Projects (SPC Funded) 34,268 6,306 1,419 2,110 310 2,467 - 406 - 2,391 407 30 15,070 354 105 308 - 1,857 7,034 - GRAND TOTAL 108,461 27,129 14,153 5,977 2,310 4,689 926 1,886 4,744 4,625 3,838 1,697 17,766 4,040 1,231 3,596 984 7,969 23,082 4,948

TOTAL CENTRE Institutes TOTAL Cost Category UNU Centre HQ CPR EGOV ViE BIOLAC CRIS CS EHS FLORES GCM IAS IIGH INRA INWEH IRADDA MERIT WIDER HQ Building Income from Endowment Fund 32,431 15,724 12,031 3,693 - - 926 - 3,776 234 - - - 3,686 850 - 434 1,978 4,823 - Cumulative surplus carried forward 8,455 1,467 293 174 1,000 ------276 280 550 1,520 4,102 260 Operating contributions 30,957 3,632 410 - 1,000 2,222 - 1,480 968 2,000 3,431 1,667 2,696 - - 3,008 - 2,614 7,123 2,338 Other income 2,350 ------2,350 Total core fund 74,193 20,823 12,734 3,867 2,000 2,222 926 1,480 4,744 2,234 3,431 1,667 2,696 3,686 1,126 3,288 984 6,112 16,048 4,948 Specific Project Contributions (SPC) 34,268 6,306 1,419 2,110 310 2,467 - 406 - 2,391 407 30 15,070 354 105 308 - 1,857 7,034 - GRAND TOTAL 108,461 27,129 14,153 5,977 2,310 4,689 926 1,886 4,744 4,625 3,838 1,697 17,766 4,040 1,231 3,596 984 7,969 23,082 4,948