Each year the OAS Secretary General publishes a proposed Program-Budget for the coming calendar year. The OAS General Assembly meets in a Special Session to approve the Program-Budget. Find these documents from 1998-2013 here.
Each year in April, the OAS Board of External Auditors publishes a report covering the previous calendar year’s financial results. Reports covering 1996-2016 may be found here.
Approximately six weeks after the end of each semester, the OAS publishes a Semiannual Management and Performance Report, which since 2013 includes reporting on programmatic results. The full texts may be found here.
Here you will find data on the Human Resources of the OAS, including its organizational structure, each organizational unit’s staffing, vacant posts, and performance contracts.
The OAS executes a variety of projects funded by donors. Evaluation reports are commissioned by donors. Reports of these evaluations may be found here.
The Inspector General provides the Secretary General with reports on the audits, investigations, and inspections conducted. These reports are made available to the Permanent Council. More information may be found here.
The OAS has discussed for several years the real estate issue, the funding required for maintenance and repairs, as well as the deferred maintenance of its historic buildings. The General Secretariat has provided a series of options for funding it. The most recent document, reflecting the current status of the Strategy, is CP/CAAP-3211/13 rev. 4.
Here you will find information related to the GS/OAS Procurement Operations, including a list of procurement notices for formal bids, links to the performance contract and travel control measure reports, the applicable procurement rules and regulations, and the training and qualifications of its staff.
The OAS Treasurer certifies the financial statements of all funds managed or administered by the GS/OAS. Here you will find the latest general purpose financial reports for the main OAS funds, as well as OAS Quarterly Financial Reports (QFRs).
Every year the GS/OAS publishes the annual operating plans for all areas of the Organization, used to aid in the formulation of the annual budget and as a way to provide follow-up on institutional mandates.
Here you will find information related to the OAS Strategic Plan 2016-2020, including its design, preparation and approval.
Sustainable Communities in Central America and the Caribbean
Grants Award Ceremony, December 11th, 2012
From left to right: Carmen Lomellin, Ambassador, Permanent Representative of the United States to the OAS, Joel Hernandez, Chair of the OAS Permanent Council and Permanent Representative of Mexico to the OAS, José Miguel Insulza, OAS Secretary General, Albert R. Ramdin, OAS Assistant Secretary General
The Secretary General of the OAS, José Miguel Insulza, noted that the initiative comes even as “the cities of the Americas are experiencing dramatic and accelerating changes.” In particular, he noted, the region is “the most urbanized hemisphere with cities housing seventy percent of the population.” Faced with this challenge, said Secretary General Insulza, “our objective is to foster resilient, more sustainable cities – reducing, for example, consumption of water and energy – while simultaneously improving the quality of life and the participation of the community.”
As implementer of the project, the Department of Sustainable Development issued a Request for Proposals (RfP) and received over 60 high-quality proposals from 14 different countries. With the assistance from a technical review panel made up of specialized international organizations and US Government agencies as well as civil society organizations with technical expertise in urban development, 14 proposals were selected to support sustainable development at the community level.
Proposals were selected based on: i) potential for innovation and technical approach, ii) project relevance as a direct response to a specific local need, iii) intended impact including the projects’ potential to improve local development patterns, iv) scope and inclusiveness of beneficiaries and stakeholders v) the likelihood of significant community improvements and the ability of the project to serve as a model or be replicated in communities with similar needs.