Вы искали: even a spot of high drama, a knife at t... (Английский - Арабский)

not even a spot of blood.
ولا حتّى بقعة دم.

and perhaps even a spot of showing off.
ولعلها أيضاً مساحةٌ للتباهي

he said 31.2 percent of high school pupils said that it was easy to get a knife at school.
وأضاف أن 31.2 في المائة من طلبة المدارس العليا قالوا إنه من السهل الحصول على مطواة في المدرسة.

drop by at the local cafe for a spot of sweet black tea – khawa, the local drink.
وعليك ألا تفوت متعة الجلوس على أحد المقاهي المحلية وتناول كوب شاي حلو المذاق أو القهوة التي تعتبر المشروب الشعبي في المدينة.

got into a spot of bother when she speculated about the sexual abuse he must surely have suffered at the hands of his parents, because they said it was a lie.
و أوقعت نفسها في ورطة عندما تكهنت بأن الاعتداء الجنسي و الذي لابد من أنه عانى منه

however, the source pointed out that, according to witnesses, ibrahim khader ibrahim id'eis was not in possession of a knife at the time of the incident and that he was not seen attacking any of the soldiers.
غير أن المصدر أشار الى أن أقوال الشهود تفيد بأن ابراهيم خضر ابراهيم عُدَيس لم يكن في حوزته سكين وقت الحادث وأنه لم يره أحد يهاجم أياً من الجنود.

now, we may be in a spot of economic bother at the moment, however, rolls-royce, bentley and aston martin are all enjoying record sales, and all because of demand from china.
الآن، لعلنا واقعون تحت تأثير الأزمة الإقتصادية، مع ذلك، (رولز رويس) و (بينتلي) و (آستون مارتن) جميعهم ينعمون بمبيعات قياسية، والفضل في ذلك عائدٌ إلى حاجة السوق الصينية

can we stop off at the co-op? i've got a spot of shopping to do.
هل يمكننا ان نتوقف عند محل اريد ان اشتري بعض الاشياء

fifty-ninth session * a/59/50 and corr.1. item 118 of the preliminary list* joint inspection unit report of the joint inspection unit on the evaluation of the united nations volunteers programme note by the secretary-general the secretary-general has the honour to transmit to the members of the general assembly the report of the joint inspection unit entitled “evaluation of the united nations volunteers programme” (jiu/rep/2003/7). prepared by armando duque gonzález joint inspection unit geneva ald appointment of limited duration cis commonwealth of independent states civicus world alliance for citizen participation cmt core management team dpko department of peacekeeping operations erp enterprise resource planning fao food and agriculture organization of the united nations iave international association for voluntary effort ibfl international business leader forum icsc international civil service commission ifrc international federation of red cross and red crescent societies ilo international labour organization iom international organization for migration ipu inter-parliamentary union iyv international year of volunteers jiu joint inspection unit jpo junior professional officer ldc least developed country mou memorandum of understanding myff multi-year funding framework ngo non-governmental organization oapr office of audit and performance review oec office of the executive coordinator oios office of internal oversight services pdog programme development and operations group rbb results-based budgeting roar results-oriented annual report rona representational office in north america ssm senior staff meeting srf strategic results framework ssa special service agreement ssg support services group svf special voluntary fund undp united nations development programme unesco united nations educational, scientific and cultural organization unfpa united nations population fund un-habitat united nations human settlements programme unhcr office of the united nations high commissioner for refugees unicef united nations children's fund unites united nations information technology service unodc united nations office on drugs and crime unops united nations office for project services unv united nations volunteers wfp world food programme who world health organization executive summary: objective, conclusions and recommendations introduction (chapter i) the united nations volunteers (unv) programme was created in 1971 to serve as an operational partner in development cooperation. although administered by the united nations development programme (undp), unv enjoys a large degree of managerial and funding autonomy and has proved to be a dynamic and fast-responding programme to changing and expanded demands, with a high degree of commitment to continuous improvement (paras. mandate (chapter ii) over the years, the original unv mandate of development cooperation has evolved to support united nations involvement in humanitarian and emergency relief, peace-building and electoral support activities. more recently, it has been expanded as a result of unv being assigned as focal point for the international year of volunteers (iyv) and for promoting volunteerism. in responding to this evolving and expanded mandate, unv programme activities, the number of volunteers, its network of partners and cooperating agencies, its financial resources and staff have considerably increased. its profile, distinctive image and core values have been raised (paras. volunteer resources (chapter iii) c. the goal of as wide a geographical representation as possible for the recruitment and assignment of volunteers has been achieved to the extent that a majority of volunteers are recruited and serve in developing countries. despite this wide geographical representation, 38 countries are not represented, whereas some countries are highly represented. it is not clear on what basis unv management has set a target ratio of 2/1 volunteers from developing and industrialized countries. the percentage of volunteers from developing countries suffered a steady decrease from 1992 to 2002 when a break point was registered. this decrease was attributed to the “full funding” of their own national volunteers by some industrialized countries and the even lower ratio of industrialized to developing candidates in the roster, the main source of recruiting volunteers (paras. the gender representation of serving volunteers has significantly improved during the last 10 years, though it has been stagnant at 37 per cent since 1998. the unv ratio of between 40/60 and 60/40 women/men serving volunteers is not in line with the united nations-approved goal for gender representation of 50-50 (paras. e. some unv cooperating organizations feel that the high recruitment standards set by the programme prevent young people from serving. in order to increase the participation of youth, unv has set up a pilot internship programme in cooperation with italy and is also developing programmes with universities to involve students in volunteer activities (paras. although the number of national unvs has notably increased since 1996, when the modality was in its initial stages, the national unv modality remains unexplored in 55 countries. national volunteers are not only four times less costly than their international counterparts, but they can have a significant impact on community mobilization projects, given their knowledge of local conditions (paras. recommendation 1 unv management should continue improving the representation of volunteers from under represented developing countries, women, youth and national volunteers through: seeking guidance from the undp executive board on what it considers the appropriate classification/ratio of volunteers from developing and industrialized countries; requesting donors to increase the number of fully-funded volunteers from under represented developing countries; undertaking a more proactive approach for “rostering” women candidates from specific countries; aligning the unv gender target to the approved united nations goal and establishing incremental targets to reach the ultimate goal of a 50-50 gender balance; extending the internship programme with the participation of other donors; identifying certain types of activities of a less complex nature where the younger generation can play a more active role as volunteers, not only as interns; and encouraging the employment of national unvs by partners, in particular in countries where this modality is still unexplored, so as to achieve an adequate mix of national/international volunteers at the country level. some unv cooperating agencies are of the opinion that the idea of volunteerism could be undermined by expectation of personal financial gain. at the other extreme, there is a perceived risk in volunteers being considered as “cheap labour”, an alternative to united nations system staff. in recent years, more and more united nations organizations have resorted to the use of unvs to respond to increasing staffing needs and/or to compensate for staffing cuts. although this is not the primary consideration, the fact is that unvs are cost-effective, can do the same job as united nations staff for lower remuneration and can be deployed within a short period of time without the constraints of the lengthy united nations recruitment process (paras. h. there is a need for clarification and harmonization of the role and functions of unvs and the immunities and privileges granted to them in the performance of their functions (paras. recommendation 2 in order to address the concerns about and conflicting views on the issue of the cost, concept and functions of unvs, unv management should: undertake a comprehensive review of the allowances granted to its volunteers, in comparison with other volunteer-sending organizations, and identify any other element specific to the unv that should be reflected in the level of remuneration; seek the guidance of the undp executive board, for the sake of transparency and fairness and to obtain acceptance of the results of the review prior to introducing any changes, as appropriate; clearly define with unv partners the functions, responsibilities and authority that can be delegated to unvs within the scope of the agreements in process with them; and with the assistance of undp and the united nations office of legal affairs: (i) clarify the issue of the status, privileges and immunities that could and should be granted to unvs in the performance of their functions and include the appropriate references in the memorandums of understanding (mous) with unv partners; and (ii) consider the possibility of providing unvs with a laissez-passer akin to the united nations officials document, specifying the extent of immunities and privileges granted to them. the rostering of unv applicants was a labour-intensive data-entry process until 2001 when an online application system was introduced whereby web applications are automatically downloaded with minimal manual input. the inspector assessed the cost-effectiveness of the cyprus processing centre in rostering unv candidates and found that the centre was a well-run operation with effective controls in place. however, the staffing of the office may need to be reviewed, taking into account further productivity gains achieved and cost and time indicators introduced and closely monitored by the roster manager to better measure and assess the efficiency of operations. the roster composition in terms of gender and countries represented could be improved through a more proactive rather than reactive rostering policy (paras. recommendation 3 unv management should encourage wider use of the online application system and closely monitor its impact on the office workload. measurement and cost indicators should be introduced for processing applications in order to assess the cost-effectiveness of operations properly. unv should fine-tune its “rostering” policy to ensure that the available offer meets existing and changing demands, gender goals and as wide a geographical representation as possible. j. management of the unv programme in the field and backstopping serving volunteers is assigned to unv programme managers in united nations missions and to programme officers in the undp-based country office. where no designated programme officer or manager exists, a unv focal point is designated at the relevant undp country office to represent unv and deal with the administration of volunteers. no terms of reference for the unv focal point's responsibilities have been developed in writing and it is unclear how the effectiveness of this function is measured. the inspector questioned the rationale of maintaining programme officers in locations where a reduced number of volunteers is serving and suggested that the need for maintaining a unv field presence should be assessed against the possibility of resorting to the undp-based focal point, assuming this responsibility functions effectively (paras. realizing the importance of the programme officers as front-line managers, and in order to address the need for training raised recurrently in evaluations, in 2003 unv introduced a capacity-development programme aimed at enhancing the competence of programme officers. it has also developed guidelines to build up a roster of qualified candidates and for the recruitment of programme officers and has implemented a new volunteer periodic reporting system, whereby feedback from volunteers may be obtained about support and assistance received during their specific assignments (paras. recommendation 4 unv management should assess the cost-effectiveness of the programme officer and programme manager function in each specific country/mission and evaluate the adequacy of backstopping in countries where no country team exists. partnerships (chapter iv) l. unv has established an extensive network of partners with the united nations, its funds and programmes, governments and non-governmental organizations (ngos). although the united nations, its funds and programmes, are by far the main unv partner, in recent years unv has been exploring new partnerships with the european union and non-traditional partners, involving transnational corporations and national private companies in volunteer development activities. agreements have been concluded or are ongoing with a number of such entities. the inspector sees these agreements as a tool to strengthen this network of partners and to ensure that a common framework of rules and procedures governs all unv engagements in a consistent manner. it is necessary to develop guidelines for the involvement of unvs in activities with these partners to dissipate any misunderstanding on the use and concept of volunteers. establishing a network of focal points and maintaining contact with them for developing guidance on the management and administration of unvs and disseminating information are also important (paras. recommendation 5 unv should formalize/revitalize its relationship with partners by reviewing the existing administrative and operational arrangements and agreements, establishing new ones, and setting up a network of focal points, as applicable. governance, management and structure (chapter v) the governance of unv, as a programme of undp, derives from the undp executive board. limited guidance has, however, been provided by the board in programmatic or financial issues in recent years, partly because the unv programme planning, evaluation and reporting system is embedded in the undp system and also because the biennial report of the administrator does not go into the level of detail which would prompt a substantive discussion on programme and management issues. given the programme attachment to undp, steps towards more active unv/undp corporate management are encouraged (paras. day-to-day management is entrusted to the executive coordinator, assisted by a deputy. although in practice the division of responsibilities between these officials functioned well, it was not formalized in writing. a participatory style of management has been developed through annual staff retreats, formal and informal contacts with staff representatives, and senior management consultations. the latter are conducted through meetings of the core management team (cmt) and the senior staff meeting (ssm) whose effectiveness should be improved through regular gatherings, a more focused agenda on the implementation of the business plan, and adequate follow-up and feedback on actions taken. decisions are ultimately taken by top management and communicated to the staff by e-mail; there is no formalized system of issuing, disseminating and filing administrative decisions. structure and reporting arrangements occasionally appear to be more based on individual profiles and skills than on managerial or organizational logic. some reporting lines could be realigned and units merged (paras. recommendation 6 existing management practices and tools at unv should be strengthened through: more frequent meetings and fine-tuned agendas of the ssm and cmt; (b) clearly-defined division of responsibilities between the executive coordinator and the deputy executive coordinator and reporting lines to them, which should be communicated to all the staff; (c) systematic and orderly recording and distribution of management decisions, as appropriate, in the form of administrative issuances; and (d) consolidation of units and redefinition of the reporting lines. staff resources (chapter vi) management of human resources has suffered from the absence of an organizational strategy, effective leadership at mid-level and a reliable database. although some progress was registered in 2002 and 2003 when the newly appointed head of human resources developed a draft policy paper, implemented a comprehensive staff development programme and introduced an interim database, there remains much to do. at the time of finalization of this report the unit had embarked on intensive data entry for the implementation of the human resources module of the new enterprise resource planning (erp) software foreseen for january 2004 (paras. 96-98, 108). p. to meet the incremental needs of the office after the discontinuation by undp of the staffing formula that related the number of serving volunteers to the support capacity at headquarters, unv enjoyed a high degree of flexibility to hire staff under different contracting arrangements with extrabudgetary funding. appointments of limited duration and l project personnel under the 200 series of the staff rules have thus proliferated to the extent that they account for more than one third of actual staffing. staff so engaged were placed in core functions or hired against vacant established posts (paras. 92-94, 101-106). in contrast with the practice of creating posts/positions outside staffing table control, the vacancy rate for regular posts was high in 2001 and 2002. if vacant/frozen posts relate to functions that are no longer needed, they should be reallocated, reclassified or abolished (para. r. there is an evident imbalance in the geographical representation of staff. in addition, although in 2000 unv ranked among the highest in the united nations and its funds and programmes as regards the proportion of professional women with 39 per cent, no progress has been achieved in recent years towards meeting the 50 per cent united nations target (paras. recommendation 7 unv management should finalize and implement a human resources management strategy that encompasses policies and targets to address the need for: improving geographical representation of staff and gender balance; streamlining its recruitment practices through adequate use of the various types of appointment; filling, reclassifying or abolishing vacant posts as appropriate; and consolidating the existing staff development plan. recommendation 8 the unv biennial report of the administrator to the undp executive board should regularly include a chapter on unv human resource management and provide comparative statistical data on the number of posts, funding sources and contracting arrangements, the geographical distribution of professional staff and the gender balance. programme and financial planning (chapter vii) s. unv lacks a long-term strategic planning document and needs to fine-tune its instruments of medium and short-term planning. unv programming in principle follows the goals and strategic areas of support in the undp strategic results framework (srf) translated into seven key goals in the three-year rolling business plan. though updates to this plan are to be made after the senior staff retreat organized in february of each year, as at may 2003, the unit plans for the year were still in draft form. the plan contains objectives, deliverables and activities by goal but no indicators or time-frame/deadlines for completion of activities. it foresees as many as 179 activities for execution without assigning a degree of priority to them, designating a responsible official or indicating a deadline for implementation. while unv is not applying results-based budgeting (rbb), it is expected that it will be introduced in the context of the ongoing erp exercise. without rbb it is unclear how resources are assigned to meet expected results (paras. recommendation 9 unv should improve long-term, intermediate and short-term planning through: devising a long-term planning strategy that summarizes in a short strategic paper, the concepts developed in the unv mission statement and the seven key planning goals; focusing each year of the three-year rolling business plan on a more limited number of high priority activities, and trying to achieve a balance between ongoing activities and new initiatives and projects; completing the updating of annual plans during the first quarter of the year, indicating the degr
الدورة التاسعة والخمسون البند 18 من القائمة الأولية* وحدة التفتيش المشتركة تقرير وحدة التفتيش المشتركة عن تقييم برنامج متطوعي الأمم المتحدة مذكرة من الأمين العام يتشرف الأمين العام بأن يحيل إلى أعضاء الجمعية العامة تقرير وحدة التفتيش المشتركة المعنون “تقييم برنامج متطوعي الأمم المتحدة” (jiu/rep/2003/7).