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External sources (not reviewed)

[...] [...] ensure a more streamlined mechanism for [...]

[...] [...] strategic vision of a lean and coordinated management [...] [...]

The working group further reviewed the structure and functioning of the various other subsidiary bodies of the Executive Board, and made a number of recommendations to streamline and enhance their role within the overall structure of UNESCO.

The evaluation also concluded that UNDP made “significant contributions to international environmental efforts” and is now “among the leading global organizations working in these areas”; built up a “specialized and capable technical team at headquarters and in the regional centres that is a credit to the organization”; produced “high-quality analytical knowledge products recognized for their value in policy dialogue, advocacy and awareness raising”; developed and implemented highquality environmental projects that are “impressive and innovative as stand-alone initiatives”; and implemented GEF projects efficiently and “made a significant contribution to its overall success” [4].

In the year 2007, when Slovakia had the honour to chair the Working Group on Documentation and Other Procedural Questions, we worked diligently to further the excellent work so ably commenced and carried out by the delegation of Japan in 2006.

The Special Committee stresses the importance of effective Departments of Peacekeeping Operations and Field Support that are efficiently structured and adequately staffed, in particular, but not exclusively, during periods of surge, transition and drawdown of peacekeeping operations, and stresses that effective coordination between the Department of Peacekeeping Operations and the Department of Field Support must lead to more efficient oversight and better responsiveness to changes in the field.

[...] addition of concentrate drying and concentrate storage [...] [...]

[...] Centre shall have a lean cost-efficient organizational [...] [...]

[...] [...] efficient and leaner Organization [...] [...]

Other interesting experiences, including our efforts in East Timor and Kosovo, where a small corps of well-placed technical advisers remained in place after the initial transfer of administrative authority to strengthen the capacity and performance of local governing bodies.

It was indicated by the Secretariat that some options could be pursued, such as the non-publication in document C/5 Approved of the context maps which list the partners involved in the execution of each programme and to place this information instead online; furthermore, the separate publication of the Director-General’s introduction and the introductions to each major programme combined could provide a handy overview on the essence of UNESCO’s priorities, orientations and actions for a biennial period, especially for national decision-makers.

In the Medical Services Section, the establishment of 15 additional national posts (6 National Officers and 9 national General Service staff) is proposed, as the Section has over the past years expanded the services it provides, which include round-the-clock operation of the UNOCI headquarters clinic, which is now functioning at level I-plus rather than the previous level I; patients are followed up at their homes after discharge from level III hospitals; patients are regularly visited in the 11 level III hospitals in Abidjan and in Sector West and Sector East; doctors in the regional headquarters perform outreach activity by visiting remote offices twice a week; support is provided to the Government during important functions and to the United Nations country team as part of the United Nations integrated framework; and medical support is proposed to be provided eight hours a day at the logistics base in Koumassi as opposed to the current two hours a day.

These 12 posts comprise one P-2 post of Associate Economic Affairs Officer under executive direction and management; one P-2 post under subprogramme 1, Linkages with the global economy, regional integration and cooperation; one P-2 post under subprogramme 2, Production and innovation; one P-2 post under subprogramme 3, Macroeconomic policies and growth; one P-2 post under subprogramme 5, Social development and equality; one P-2 post under subprogramme 12, Subregional activities in Mexico and Central America; one Local level post under subprogramme 13, Subregional activities in the Caribbean; and one P-4 temporary post, one P-2 post and three Local level posts under programme support.

The Commission was informed of initiatives that were being undertaken by Pacific island developing countries to protect biodiversity and the maintenance of ecosystem services, such as the Phoenix Islands Protected Area in Kiribati, the largest marine protected area in the Pacific Ocean, and the Coral Triangle Initiative, which covered a number of countries in the Asia-Pacific region, included the greatest extent of mangrove forests in the world and provided a critical spawning and juvenile growth area for tuna and other globally significant fish species.

During this session, the SHS and SC Commissions examined the resolution proposed in document 35 C/COM SC/DR.1 (submitted by: Austria, Belgium, Plurinational State of Bolivia, Burkina Faso, Congo, Democratic People’s Republic of Korea, Denmark, Djibouti, Dominican Republic, Finland, Iceland, Libya, Lithuania, Luxembourg, Madagascar, New Zealand, Netherlands, Norway, Palau, Papua New Guinea, Poland, Portugal, Samoa, Senegal, Slovenia, Sweden, Tuvalu, Uruguay; co-sponsored by: Barbados, Costa Rica, Germany, Kazakhstan, Latvia, Lebanon, Malaysia, Monaco, Pakistan, Solomon Islands, Suriname, and Zambia), requesting the Director-General to strengthen UNESCO’s specialized capacity on climate change, building upon UNESCO’s unique interdisciplinary profile.

A range of other suggestions was put forward, such as: to ensure the preservation of digital heritage, including archives and libraries as a component of the “Memory of the World Programme”; to develop media education programmes for children and adults; and to increase familiarity with the use of ICTs, especially within the framework of the knowledge society and knowledge economy, in light of the outcomes of the World Summit on the Information Society.

In decision 1983/163, the Council requested the Secretary-General (a) to bring to the attention of intergovernmental and expert bodies, before decisions were adopted, any request for documentation that exceeded the ability of the Secretariat to prepare and process on time and within its approved resources; and (b) to draw the attention of intergovernmental bodies to areas where duplication of documentation was likely to occur and/or where opportunities for integrating or consolidating documents that dealt with related or similar themes might exist, with a view to rationalizing documentation.

[...] [...] and staffing), Lean Six Sigma (non-systems [...] [...]