STU would like to pay tribute to all staff members who have participated in this process and worked hard in the field under difficult conditions to make the decentralization reform happen.

STU has drawn the attention of Administration officials, in particular in the Bureau of Human Resources Management (HRM), to all the irregularities committed but no remedial measures have been taken.

If STU has decided to stop regular contact with its usual counterparts, it is to draw the attention of the Directorate to the failings of HRM.

In conformity with item 2805.7 of the UNESCO Administrative Manual, the UNESCO Staff Union (STU) submits its observations on this report by the Director-General.

For many years now, STU has said that it is not the regulations (old or new) that are at fault, but that poor staff management in UNESCO stems from the non-observance of the texts.

Thanks to the Chairperson of the FA Commission, whom STU thanks for the sincere interest he has shown in the distress of the staff, and to the undeniable will of the Deputy Director-General to restore dialogue between the staff and senior officials, the Union hopes to be able to continue to contribute to the establishment of genuine transparency and equity in human resources management, which is far from being the case at the present time.

Furthermore, STU is concerned at the silence on the future of “technicians” (GT posts), who are essential to the smooth running of the Organization’s work and who convey UNESCO’s institutional memory just as much as any other staff members.

As Ernie plummets toward the ground, Mr. B takes over and catches him, then works the switches with incredible speed to put him back in his bed and clean up the mess Stu made.

Frustrated, Stu yells and swipes randomly at the array; Ernie bounces crazily around the room like a pinball, knocking over the furniture in the process.

In an effort to better address the issues and problems involved in the application of UNESCO’s rotation policy, STU has developed four overarching principles that should guide any action in this area and serve as a basis not only for the formulation of a policy or strategy but, more importantly, its implementation.

Eventually, after checking his notes, Stu does succeed in maneuvering Ernie out the window and up into the ship, but he shuts off the tractor beam without closing the cargo hatch.

(b) With regard to the question to eventually merge (regional) offices, relocate (regional or cluster) offices or close offices (under both options) STU urges Member States and the Director-General to implement relevant decisions in a way to duly take into consideration the legitimate rights and interests of the staff concerned.

Stu’s hesitant flicks of the switches turn out to be wrong, causing Ernie to bump into the walls and ceiling but not waking him up.

With regard to the table annexed to document 32 C/45, STU should like to express concern about the significance of the figures shown there and which have most likely prompted the Director-General not to take appropriate steps to guarantee the financial equilibrium of the Fund.

In this context, STU recognizes that much progress has been made towards establishing a reliable field network and making UNESCO a better recognized partner at country level and within the United Nations system.

STU has put forward a number of suggestions on support measures such as: (a) ensuring competitive and reliable relocation services either by developing agreements with United Nations support centres or hiring the services of a relocation company (to take care of finding accommodation, schools, processing paperwork, providing advice on security, doctors, car retailers, etc.); (b) facilitating spouse/partner employment by negotiating work permits in all countries where duty stations are located, joining the United Nations “Double career and staff mobility” programme, etc.; and (c) in cases where a staff member’s rotation entails the spouse’s/partner’s loss of gainful employment, provision for reasonable compensation, at least during the first year.

In this context STU holds the view that discussions and possible decisions on decentralization should take into account the Organization as a whole and adjustments possibly needed at both levels, to ensure that the Organization – especially through its staff in the Programme Sectors – will be able to guarantee also in the future UNESCO’s basic roles as a manager of global topics and as an international laboratory of ideas.

Given that STU is not allowed to play fully its role of mediation, that colleagues are constantly being rebuked for approaching us and that the Administration has an opaque policy for dealing with individual matters, according to the nationality and personal relations of the person concerned, the widespread discontent in the Secretariat should come as no surprise.