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.
Executive Secretariat for Integral Development (SEDI)
The Department of Economic Development (DED), through its Trade and Economic Development Section, assists member states in their efforts to improve the capacity of their micro, small and medium enterprises (MSME) support institutions to provide services that promote the productivity, innovation and competitiveness of MSMEs and their participation in domestic markets and international trade. This approach responds to OAS priorities to strengthen member states’ institutions and the capacity building of their human resources.
MSME support services provided by these institutions include:
Assistance to entrepreneurs development of business plans and financing strategies.
Use of information and communications technologies to improve productivity and broaden customer base.
Compliance with technical standards, packaging, and sanitary and phytosanitary requirements to access external markets.
Organization of cooperatives to strengthen the capacity of individual firms to achieve the volume and quality of products and services required by external markets.
• Preparing MSMEs to become providers of inputs to larger exporting firms as part of a competitive value chain.
The assistance provided is designed to impact a large number of enterprises by targeting the interventions on countries’ institutional framework that support MSMEs and establishing partnerships with cutting-edge technological companies to support MSMEs in their efforts to broaden their customer base. The interventions build on innovative institutional models for providing MSME assistance implemented by countries in the region. The recently established spaces for dialogue among MSME authorities have greatly facilitated the dissemination and adaptation of these successful experiences such as the US model of Small Business Development Centers (SBDC).
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