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External sources (not reviewed)

Although they do not seem to have a clear or coherent ideology or political motivation, they sometimes use the language and paraphernalia of paramilitary groups and their modus operandi.

[...] [...] restructure, in a coherent and logical [...]

Two of the 4 general temporary assistance positions, 1 P-4 and 1 P-3 Training Officers, and 1 P-4 continuing post, currently funded from the support account, design, deliver, upgrade, harmonize and evaluate three ongoing cross-cutting leadership programmes: the senior mission leaders’ programme, a two-week course, conducted twice annually at a host Member State, for 26 candidates from Member States, the Secretariat, the United Nations agencies, programmes and funds); the senior leaders’ programme, a compulsory orientation course for all mission personnel at the D-2 level and above, conducted twice annually in New York; and SMART, an intensive year-long programme involving distance learning and three week-long workshops for two groups of 40 candidates.

Asset management has not been a priority, demonstrated by the lack of guidance and advice provided to relevant mission asset personnel, resulting in engineering asset database errors, lack of identification of excess stock, slow moving or obsolete stock and appropriate action to ensure the stocks are properly managed, and lack of support with codification and classification to ensure a consistent description of assets, thus ensuring homogenous recording of the assets in the database.

Member States and the media, media associations, media self-regulatory bodies, schools and other relevant partners, while respecting the freedom of the media, are urged, as appropriate, to develop public awareness campaigns and appropriate measures and mechanisms, such as codes of ethics and selfregulatory measures on media violence, aimed at enhancing respect for the rights and dignity of women while discouraging both discrimination and gender stereotyping.

Many Member States called for a continuation of the mainstreaming approach of the 32 C/5 in the 33 C/5 as well, emphasizing however the need for more focused activities, particularly in favour of women and youth in LDCs, as well as for closer linkages with other United Nations agencies, MDGs and UNESCO’s own strategic objectives.

[...] [...] derived from past expenditure patterns [...] [...]

Areas identified for further improvement and refinement were the need to reduce still further personnel costs in relation to programme costs, the definition of a public information strategy, the need to highlight better the contribution of extrabudgetary funds to the realization of principal and other objectives of each major programme, the elimination of superannuated projects and improvements in context mapping which would also help to identify the comparative advantages of the Organization vis-à-vis other actors.

He invited the Commission to provide future-oriented indications in particular regarding the principal and other priorities of the different programmes, their interrelationship with the strategic objectives of the Medium-Term Strategy, the ways and means of ensuring enhanced transdisciplinarity and intersectorality, the mainstreaming of needs of Africa, the least developed countries, women and youth.