Fifty-ninth General Assembly

Fifth Committee

9^th Meeting (AM)

BUDGET COMMITTEE RECOMMENDS $5.4 MILLION FOR COMMISSION

implementing Cameroon-Nigeria border dispute decision

 

The Fifth Committee (Administrative and Budgetary) this morning recommended that the General Assembly provide some $5.4 million for United Nations support to the Cameroon-Nigeria Mixed Commission, which was established to implement the ruling of the International Court of Justice on the border dispute between those two countries.

By the terms of a draft resolution approved without a vote today (document A/C.5/59/L.3), that amount would be charged against the balance of funds already allocated for special political missions in the regular budget for 2004-2005.  Today’s decision was taken following consideration of the Commission’s revised requirements for the period from 1 June to 31 December 2004 earlier this week, and represents a reduction of some $580,700, compared with the $6 million commitment authority granted to the Secretary-General by Assembly resolution 58/294 last June.

The Commission was established in November 2002 and initial requirements were met, under an ad hoc arrangement, from extrabudgetary resources.  As that arrangement was not sustainable, the requirements for the Organization’s support to the Mixed Commission were submitted for funding under the regular budget, which would cover technical, logistical and substantive costs.  The cost of the demarcation exercise itself, estimated at $12 million, is to be funded from voluntary contributions.

The Committee also took up the Secretary-General’s proposals to provide $291.6 million for the United Nations Mission in Sierra Leone (UNAMSIL) and $384.4 million for the United Nations Operation in Côte d’Ivoire (UNOCI) for the period from 1 July 2004 to 30 June 2005. 

The budgets of the two missions have been presented to the Committee in connection with recent decisions of the Security Council.  Last month, that body extended the mandate of UNAMSIL -– previously scheduled to complete the withdrawal of troops by December 2004 -- until 30 June 2005, to further strengthen the capacity of the Sierra Leone police and armed forces to maintain security and stability in the country.

The UNOCI, established by the Security Council on 27 February 2004, is mandated to restore normalcy and overall security in that country.  The budget provides for the deployment of 200 military observers, 6,040 military contingent personnel (including 120 force headquarters staff officers), 350 civilian police, 387 international staff, 405 national staff (including 18 national officers), and 215 United Nations volunteers.

The representative of the Netherlands, on behalf of the European Union, supported the recommendations of the Advisory Committee on Administrative and Budgetary Questions (ACABQ) to downgrade a number of key posts at UNOCI, including that of the Deputy Special Representative for coordinating humanitarian affairs, in order to establish clear lines of authority, avoid fragmentation and prevent grade inflation.  The African Group, on the other hand, objected on the grounds that the proposed restructuring would effectively diminish the importance given to the humanitarian component of the mission.  The representative of Gabon, who spoke on behalf of the Group, said it was necessary to restore balance between the aims of achieving peace and security and meeting the vital material needs of populations.  He recalled that the Secretary-General had himself stated that all conflicts originated in the profound poverty of people, underscoring the importance and relevance of development and humanitarian assistance.

Regarding the Sierra Leone Mission, the representative of Nigeria, on behalf of the African Group, welcomed, as did the Advisory Committee, the initiative taken by UNAMSIL in its asset write-off and disposal process, which led to the establishment of an Assets Disposal Group and Asset Disposal and Environmental Protection Unit.  That trailblazing initiative had been incorporated into the standard guidelines for the Department of Peacekeeping Operations to apply in all missions.  At the same time, she expressed concern over the departure of a significant number of well trained staff from UNAMSIL to new missions in the region.  Following an accident, which led to the death of 24 UNAMSIL personnel, including 14 Pakistani soldiers, questions were also raised regarding that Mission’s safety and security arrangements.

Also today, on the review of the function and reporting procedures of the Office of Internal Oversight Services (OIOS), several speakers emphasized the importance of strong, effective, and independent internal oversight as fundamental to the sound governance of the United Nations.  Canada’s representative, also speaking on behalf of Australia and New Zealand, said that those functions underpinned the efforts to ensure accountability, due diligence, and integrity within the Organization.  Both the mandate and efforts of the OIOS had served the Organization well.  Of course, action on the findings and implementation of recommendations held the key to real impact, and there was scope for improved arrangements in that respect.

Syria’s representative recalled that resolution 54/244, by which the Assembly authorized the current review, contributed to clarifying the role of the OIOS.  However, despite the progress following the adoption of that text, there was still room for improvement.  Among the remaining challenges, he listed the need to strengthen the Office’s investigation and monitoring functions -- two primary mandates of the OIOS not fully implemented -- and avoid duplication with the Board of Auditors.  He also drew the Committee’s attention to the delays in the issuance of the Office’s reports and the problem of implementation of many recommendations, some of which were rejected by the Secretariat.

Statements were also made by representatives of Qatar (on behalf of the “Group of 77” developing countries and China), Pakistan and Ghana.

The Committee will begin its consideration of the Board of Auditors reports and the scale of assessments at 10 a.m. Monday, 18 October.

Background

The Fifth Committee (Administrative and Budgetary) this morning was expected to act on a draft resolution proposing resource requirements for United Nations support to the Cameroon-Nigeria Mixed Commission for a seven-month period from 1 June to 31 December 2004 (document A/C.5/59/L.3). (For background, see Press Release GA/AB/3629 of 11 October.)  The Committee was also due to continue its discussions on the function and reporting procedures of the Office of Internal Oversight Services (OIOS), reviewing implementation of two General Assembly resolutions concerning that principal oversight body of the United Nations.  (For background, see Press Release GA/AB/3631.)

Also before the Committee were reports on the financing of United Nations missions in Sierra Leone and Côte d’Ivoire.

United Nations Mission in Sierra Leone

On the United Nations Mission in Sierra Leone (UNAMSIL), the Committee was to consider a report of the Secretary-General proposing a revised budget (document A/59/286), as well as a report of the Advisory Committee on Administrative and Budgetary Questions (ACABQ) (document A/59/417), recommending approval of the full $291.6 million requested for the Mission for the period from 1 July 2004 to 30 June 2005.

Whereas the Security Council had last year endorsed a plan for the drawdown of UNAMSIL, envisaging the complete withdrawal of troops by December 2004, the Security Council last month extended the mandate of UNAMSIL for a further nine months, until 30 June 2005, to further strengthen the capacity of the Sierra Leone police and armed forces to maintain security and stability.

The ACABQ states that the drawdown timetable laid out by the Secretary-General in his report of 6 July 2004 (document S/2004/526) remains on track, and that by the end of December 2004 the number of troops would be reduced from 11,500 to about 5,000, with some 1,500 military personnel providing logistical support and a seamless transition to the Mission’s residual presence.  By the end of February 2005, it is expected that the force strength will be reduced to 3,250 troops and 141 United Nations military observers, with accompanying reductions in civilian staff. 

The Advisory Committee commends the Mission’s exemplary work on a number of fronts.  UNAMSIL’s well managed cash position and its signing of all the 69 memorandums of understanding were good practices that Headquarters should seek to replicate in other missions.  The ACABQ also praises the Mission for applying ratios based on real, mission-tested costs, and for addressing the Advisory Committee’s earlier concerns about asset write-off and disposal.  The lessons learned and experience acquired by the Mission have been integrated into guidelines for the environmentally friendly disposal of assets, developed in close cooperation with the United Nations Environment Programme (UNEP), that will become part of the standards applied by the Department of Peacekeeping Operations in all missions.

The ACABQ also notes widespread cooperation between UNAMSIL –- the oldest mission in the region -- and other peacekeeping missions in West Africa.  Generally, there has been extensive cooperation between the Mission and agencies in the area; however, funding is scarce.  A recent United Nations inter-agency appeal yielded only 10 per cent of the funding goal of $60 million.  The ACABQ stresses that a smooth exit strategy should be coordinated by UNAMSIL and involve all other partners.

The Advisory Committee does say that greater effort could have been made by UNAMSIL to work with the Special Court for Sierra Leone to create joint services in areas, including personnel, information technology, and finance and procurement, in order to avoid the establishment of separate units within the Court.  While UNAMSIL had provided crucial support to the Court in the field of security, the Mission is encouraged to further strengthen collaboration to the extent possible during this final period.

There is also a concern that competition for experienced staff among multiple operations in the region as UNAMSIL is downsizing has precipitated an erosion of personnel at the Mission at a crucial period of its operation.  The ACABQ strongly recommends that the Department of Peacekeeping Operations assign greater priority to ensuring that adequate numbers of experienced staff are available to carry out final activities efficiently and effectively, and that guidelines be established to strengthen existing lessons-learned efforts.  The ACABQ also requests that the Mission carefully assess the training needed by staff to accomplish their task, noting that some of the training courses undertaken seem more suited to the start-up phase of peacekeeping missions.

Finally, the Advisory Committee recommends that the General Assembly consider extending the funding for so-called “quick-impact projects” beyond the initial stages of missions.  In Sierra Leone, the ACABQ visited the sites of two such projects, where Ghanaian military personnel were helping to build schools.  These projects, implemented during the downsizing phase, were useful not only for the communities concerned, but also because of the good public relations they foster among all participants.  Furthermore, they give an additional constructive task to military contingents.  The Advisory Committee recommends that the Secretariat work towards developing a model that would draw on lessons learned and not involve the establishment of rigid financial arrangements, which could render such projects more costly and impede their quick implementation.

United Nations Operation in Côte d’Ivoire

The proposed budget for the United Nations Operation in Côte d’Ivoire (UNOCI) (document A/59/289) for the period from 1 July 2004 to 30 June 2005 amounts to $384.4 million, superseding the budgetary proposals for UNOCI for the same period set out in a report of the Secretary-General dated 7 May 2004 (document A/58/788).

The UNOCI, established by the Security Council in its resolution 1528 of 27 February 2004, is mandated to restore normalcy and overall security in Côte d’Ivoire.  The budget provides for the deployment of 200 military observers, 6,040 military contingent personnel (including 120 force headquarters staff officers), 350 civilian police, 387 international staff, 405 national staff (including 18 national officers), and 215 United Nations volunteers.

The ACABQ report (document A/59/419) on the proposed budget for UNOCI recommends a reduction of $5.9 million, identifies opportunities for further savings, and makes a number of recommendations regarding the management of the mission.

As in its consideration of the proposed budgets for United Nations missions in Haiti and Burundi, the Advisory Committee again expresses concern about the application by the Secretariat of a “two-pillar structure” for the mission.  This structure would entail the establishment of two Deputy Special Representative posts within the mission, one responsible for operations and rule of law, and the other for humanitarian coordination, recovery, and reconstruction.  The proposed model was intended for use in all future complex peacekeeping missions.

Similarly to the Haiti mission, while appreciating the work done so far to streamline the structure of the mission, the Advisory Committee stresses that its concerns have not been fully addressed, particularly regarding the need to establish clear lines of authority and avoid fragmentation and grade inflation.  In view of these concerns, the Advisory Committee recommends a series of adjustments to the staffing of UNOCI, which together would reduce the budget by $456,100.  These recommendations are offered on the understanding that the staffing of UNOCI will be revisited in the next budget for the Operation in light of further experience.

The Advisory Committee commends the Secretariat for the well defined framework it has established for the Operation, particularly the close alignment of the components and expected accomplishments with the mandate of the mission.  The one exception raised by the ACABQ was in the area of humanitarian affairs.  While it appears that the mission is assigning importance to the humanitarian coordination “pillar” with the establishment of the post of Deputy Special Representative of the Secretary-General for Humanitarian Coordination, Recovery, and Reconstruction, the outputs listed under Component 3 (“Humanitarian and Human Rights”) do not reflect this.  In fact, the concept of the integrated mission and the coordination role do not seem to be fully developed in the budget document.

The ACABQ further requests additional information regarding the funding of the disarmament, demobilization, and reintegration (DDR) efforts, which were scheduled to begin on 15 October, and expresses interest in the forthcoming report on cooperation between the United Nations missions in West Africa and on cross-border activities.

While commending the Operation for the substantial progress it has made in the emplacement of military contingent personnel and military observers, the ACABQ notes that only 210 civilian police, of an authorized 350, are in place.  After inquiring about the high vacancy rate, the Advisory Committee was informed that the mission was having difficulty finding French-speaking candidates for civilian police, which it considered essential.  Understanding that this has been a problem in several peacekeeping operations, the Advisory Committee stresses the need for the Department of Peacekeeping Operations to deal with this matter expeditiously.

The Advisory Committee urges the mission to continue efforts to find qualified local staff, understanding the Operation’s stated concerns about staff safety and neutrality.  Among the operational costs that could be reduced were the budgets for training, consultants, official travel and, most substantially, air operations, which could be reduced by $4.5 million, to account for the delay in deploying the planned aviation transport unit and the eight helicopters associated with it.

Action on Draft

Prior to action on the draft resolution on the United Nations support for the Cameroon-Nigeria Mixed Commission (document A/C.5/59/L.3), submitted by the Chairman following informal consultations, the Director of the Programme Planning and Budget Division, WARREN SACH, provided explanations to the Committee regarding the Secretariat’s understanding of operative paragraph 3 of the text.  By the terms of that paragraph, the Assembly would request the Secretary-General to ensure that budget presentations for special political missions, to the extent possible, utilize the format of peacekeeping operations and contain justification of post- and non-post requirements, subject to the considerations of timeliness and the need for expeditious financing action.

He said that during informal consultations on the earlier version of the draft, it had been indicated that implementation of the paragraph in question could lead to delays in the provision of financing for special political missions.  It was also said that there was a need for flexibility in the application of that paragraph.  As modified and presented in the final draft, the Secretariat had no problem with the requirement and would continue its attempts to present the budgets of special political missions in the same format as peacekeeping missions.

By the terms of the draft resolution, the Assembly would provide some $5.4 million for the United Nations support to the Cameroon-Nigeria Mixed Commission, which was established to implement the ruling of the International Court of Justice (ICJ) on the border dispute between those two countries.  That amount would be charged against the balance of funds already allocated for special political missions in the regular budget for 2004-2005.

The draft was prepared following consideration of the Commission’s revised requirements for the period from 1 June to 31 December 2004 earlier this week, and represents a reduction of some $580,700, compared with the $6 million commitment authority granted to the Secretary-General by Assembly resolution 58/294 last June.

The draft was approved without a vote.

Statements on OIOS

MISHAL MOHAMMED ALI AHMED AL-ANSARI (Qatar), speaking on behalf of the “Group of 77” developing countries and China, emphasized the importance of internal oversight services and acknowledged the fact that the Office had provided valuable services to the Organization.  Its recommendations had led to significant savings and improvement of efficiency within the United Nations.  The General Assembly had called on the Committee to review the functions and reporting procedures of the Office, and he wanted to present his general views on the steps to further improve its work.  In that connection, he emphasized the need to ensure better coordination between internal and external oversight bodies.  Improved coordination was needed between the Oversight Office, the Board of Auditors and the Joint Inspection Unit (JIU) to avoid any duplication and achieve complementarity.  He would like to know about specific measures taken in that regard.

Continuing, he reiterated that legislative mandates were within the exclusive prerogative of intergovernmental bodies.  Regarding operational independence of the OIOS, he said that appointment and promotion of staff should be in accordance with the Charter of the United Nations, relevant resolutions and rules of the Organization.  He wanted to know about the level of application of those provisions and the geographical representation within the Office.  He also cautioned against creating an expanded bureaucracy within the OIOS.

In conclusion, he reiterated the importance and the need for full implementation of paragraph 4 of General Assembly resolution 54/244, which requested the Secretary-General to transmit the reports of the OIOS for consideration and action by the Assembly, in conformity with relevant provisions of the Charter and the rules of procedure.  He also drew the Committee’s attention to paragraph 5 of the same resolution, in which the Secretary-General was requested to make substantive comments, as appropriate, on the findings and recommendations and of the OIOS and ensure that the views of departments concerned were included in the body of reports of the Office.  That request had not been observed to the extent envisioned in the resolution.

JERRY KRAMER (Canada), also speaking on behalf of Australia and New Zealand, viewed strong, effective, and independent internal oversight as fundamental to the sound governance of the United Nations and strongly supported the role and functions of the Oversight Office.  Those functions underpinned efforts to ensure accountability, due diligence, and integrity.  Both the mandate and efforts of the OIOS had served the Organization well.  Of course, action on the findings and implementation of recommendations held the key to real impact, and there was scope for improved arrangements in that respect.  They were open to proposals aimed at strengthening the vital independence of the OIOS.  And, finally, they doubted the need to schedule automatic review of the OIOS mandate in the future, recognizing the ongoing character of internal oversight.

Introduction of Documents

The Director of the Peacekeeping and Financing Division, CATHERINE POLLARD, introduced the report of the Secretary-General with the proposed budget for UNAMSIL for the period from 1 July 2004 to 30 June 2005, as contained in document A/59/286.  She noted that the revised request of $291.6 million reflected a 48 per cent increase compared with the initial appropriation, responding to the latest action by the Security Council to extend the mandate of UNAMSIL for a further nine months, until 30 June 2005, to maintain security and stability.

Introducing the report of the ACABQ, contained in document A/59/417, Vice-Chairman RAJAT SAHA (India) recommended approval of the full amount and commended the Mission for its well managed cash management and other good practices which should be applied to other missions.  Among other things, he highlighted the Mission’s liquidation activities, the need for the Department of Peacekeeping Operations to assign greater priority to ensuring an adequate number of experienced staff remain in place to carry out final activities effectively, and the need for a smooth exit strategy to be coordinated by UNAMSIL working with other partners in the region.

NONYE UDO (Nigeria), speaking on behalf of the African Group, stressed that the drawdown strategy of UNAMSIL should be handled with adequate care to ensure the development of necessary national capacities required to maintain the hard-earned stability and peace.  Given the greater risks associated with the third phase of the drawdown, the African Group had urged the Secretariat to ensure that the final reduction of troop strength to 5,000 would be accompanied by the achievement of critical benchmarks.  The Security Council, by its resolution 1562 (2004), welcomed the modifications to the size, composition, duration, and benchmarks of UNAMSIL.  The Group hoped that the Secretariat would continue to observe those requirements in its gradual drawdown plans.

She noted the serious tragedy suffered by UNAMSIL with the loss of 24 United Nations and non-United Nations personnel, including 14 members of the Pakistani contingent.  The Group expressed deepest sympathy to the families of the deceased.

The Group welcomed and endorsed the request of the Secretary-General for $291.6 million to enable the Mission to continue its operations and joined the ACABQ in commending UNAMSIL for its efficiency and exemplary performance in cash management.  The Group also welcomed, as did the ACABQ, the initiative taken by UNAMSIL in its asset write-off and disposal process, which led to the establishment of an Assets Disposal Group and Asset Disposal and Environmental Protection Unit.  That trailblazing initiative has been incorporated into the standard guidelines for the Department of Peacekeeping Operations to apply in all missions.

Sharing the concern of the ACABQ about the departure of a significant number of well trained staff from UNAMSIL to new missions, the African Group believed it was necessary to explore and address the reasons for that unhealthy development.  The Group requested that the Secretary-General consider appropriate measures for establishing a system where qualified staff in downsizing missions could remain and be guaranteed a job in another mission at the end of the field liquidation period.  It intended to revisit that issue in the second resumed session.

The African Group asked what impact the introduction of the “second pillar” had achieved in UNAMSIL, and why had that pillar disappeared from the current structure.  What was the rationale for those activities of the United Nations agencies, non-governmental organizations, and international organizations to be placed under the remaining Deputy Special Representative, and what did that portend for the exit strategy?  The cooperation between UNAMSIL and other peacekeeping missions in the subregion were commendable and should be continued.  The UNAMSIL was a flagship mission in the region, with valuable lessons learned that would benefit other missions.

Responding to questions, JAMES MUTISO, Chief, Finance Management and Support Service, Department of Peacekeeping Operations, addressed the issue of lessons learned regarding the post of second Deputy in charge of humanitarian coordination and development.  That position remained in the new structure of the Mission.  The example of UNAMSIL had given an impetus to replicate that arrangement in Burundi and Côte d’Ivoire.  The Best Practices Unit would be issuing a report in that regard, for the model involving two deputies had started with UNAMSIL.  The Mission would drawdown retaining that pillar in the exit strategy.

Regarding the departing trained staff in connection with the deployment of several new missions in the region, he said that UNAMSIL had attained a high calibre of staff very much needed in other missions. It was inevitable that UNAMSIL, with its experience, had been required to assist other missions to establish themselves on the ground.  With the drawdown arrangements, the Secretariat was making sure that the staff of the Mission carried out the remaining duties.  Additional recruitment was continuing for the Mission, and the Secretariat was staying in touch with the management of the Mission to make sure it retained valuable resources as it went into the final leg of its operation and subsequent liquidation.

Ms. UDO (Nigeria) said she intended to come back to the issue in informal consultations, for she still had some questions on the financing of the Mission.  She wanted further clarifications regarding departing staff and wondered why the Mission could not keep its well qualified staff.  Why did new staff have to be hired and trained, instead?  The ACABQ also needed to comment on the departure of well qualified staff.

SHOZAB ABBAS (Pakistan) said that, following the sad loss of life of 14 Pakistani soldiers in UNAMSIL, he wanted to know what steps had been taken to enhance security in complex missions to avoid such catastrophes in the future.  He wanted to see an investigative report in connection with the accident and sought more information regarding new security parameters of the Mission.

The Committee was informed that additional answers would be provided during informal consultations.

Ms. POLLARD then introduced the Secretary-General’s proposed budget for UNOCI for the period from 1 July 2004 to 30 June 2005 (document A/59/289).

A related ACABQ report (documents A/59/419 and Corr.1) was introduced by Mr. SAHA (India), Vice-Chairman of the Advisory Committee, who elaborated on the recommendations contained in the document.

JEAN CHRISTIAN OBAME (Gabon), speaking on behalf of the African Group, supported granting the full amount proposed by the Secretary-General for UNOCI.  He was concerned that the availability of funds for the DDR programme had been affected by the conditional terms imposed by the World Bank.  The success of DDR was crucial to the success of the mission in Côte d’Ivoire.  He looked forward to the report on cooperation among the United Nations missions in West Africa.

Regarding the ACABQ report, he objected to the recommendation that the post of the Deputy Special Representative for Humanitarian Coordination, Recovery, and Reconstruction should be set at the D-2 level.  He recalled that the General Assembly in resolution 58/310 demonstrated that they did not agree with the recommendation of the ACABQ to downgrade that post.  The Group reaffirmed that the responsibilities attributed to the Deputy Special Representative were crucial to the discharge of the UNOCI mandate and fully justified the proposal of the Secretary-General.  It appeared that the ACABQ was not considering the position of the Member States.

Further, the recommendation of the Advisory Committee to reclassify that post did not promote any functional balance between two posts.  The Deputy Special Representative for coordinating humanitarian assistance bore important responsibilities in the areas of DDR, child protection, and the fight against HIV/AIDS.  As noted by heads of agencies including the United Nations Development Programme (UNDP), the United Nations Children's Fund (UNICEF), the Office for the Coordination of Humanitarian Affairs, and the World Bank, it was necessary to restore balance between the aims of achieving peace and security and meeting the vital material needs of populations.  He recalled that the Secretary-General had himself stated that all conflicts originated in the profound poverty of people, underscoring the importance and relevance of development and humanitarian assistance.  The General Assembly should send a strong signal about the importance of development and humanitarian assistance to securing peace.

The United Nations and UNOCI confronted huge challenges in Côte d’Ivoire, including reconstruction, addressing the needs of large numbers of displaced persons, and coping with the impact of conflict on health and education.  Côte d’Ivoire needed the solidarity of the international community, which should not hesitate to contribute to reconstruction.

EELKE POSTEMA (Netherlands), speaking on behalf of the European Union and associated States, recalled the general policy points made in its statement delivered on 7 October regarding financing of United Nations missions in Timor-Leste and Haiti.  It supported the comments of the ACABQ on UNOCI and also commended the Secretariat for its use of the results-based budgeting framework for the mission.  The Union welcomed regional cooperation between United Nations missions in West Africa, sharing logistical and administrative support, and encouraged the Secretariat to explore those issues further.  A regional approach for training, using in-house expertise from the missions, could help reduce the need for consultants.  The Secretariat was also encouraged to sustain its efforts to employ more national staff in the Operation, understanding that it had been difficult to find candidates compatible with mission requirements at the current stage. 

As in its statement regarding United Nations missions in Haiti and in Burundi, she said the Union was concerned about the replication of functions from other offices at UNOCI in the Office of the Special Representative.  The Union fully supported the comments of the ACABQ on the number of posts, recognizing the requirements of the Operation and the need for the Special Representative to have staff at the appropriate level to perform the functions facing the mission, and sought further justification from the Secretariat on that issue.

She said the Union also supported the comments made by the ACABQ on UNAMSIL, noting that the Force Commander and Deputy Force Commander levels had been downgraded in line with the decrease in number of troops.  It was concerned about the erosion of experienced staff from UNAMSIL to other peacekeeping missions in the region and urged the Secretariat to ensure adequate staffing in the Mission as it winds up activities.  The Union placed great importance on a well planned and well executed exit strategy, for which competent and experienced staff were required.

GLORIA POKU (Ghana) fully endorsed the statements on behalf of the Group of 77 and China and the African Group and said that, as an immediate neighbour of Côte d’Ivoire, her delegation recognized the immense contributions of UNOCI to the restoration of normalcy and security in that sister country.  Within the budget period ending on 30 June, the mission was expected to maintain the ceasefire agreement of 3 May 2003 and supervise the disarmament, demobilization, reintegration, repatriation and resettlement process.  In addition, it was to ensure the maintenance of law and order and human rights in Côte d’Ivoire.  Those were valid and complex tasks, for which a budget of some $384.35 million had been proposed.  She welcomed that proposal, because Ghana recognized the effort and careful planning behind it.

Continuing, she noted measures to implement previous recommendations of the ACABQ, including the request that a time frame for the implementation of the disarmament, demobilization and reintegration programme be established as soon as possible.  In section V of the Secretary-General’s report, it was stated that the implementation of that programme would commence once political agreement had been reached between the Ivorian parties concerned.  The UNOCI would then provide the security at the DDR sites and monitor the disarmament of combatants.  The plan was, no doubt, progressive and should lead to the achievement of the mission’s overall objectives.

She also noted the cooperation among three missions in West Africa in the sharing of logistical resources, information technology, equipment and air assets.  The pooling of resources would, in the long run, maximize effectiveness and minimize the overall cost of the missions.  In paragraph 29 of its report, the Advisory Committee had recommended adjustments to the UNOCI staffing, because its concerns with regard to the need to establish clear lines of authority and avoid fragmentation and grade inflation had not been fully addressed.  Consequently, the Advisory Committee had recommended that certain specific posts should be downgraded and eliminated.  If implemented, those recommendations could lead to a diminution in efficiency and overburden those who would encumber the proposed posts, which were to be merged. The UNOCI was operating in difficult circumstances and required adequate human resources for the effective execution of its arduous tasks.

As the Committee reverted to its review of the OIOS, NAJIB ELJI (Syria) supported the position of the Group of 77 and China and said that his delegation had taken an active part in the negotiations on resolution 54/244.  While supporting the work of the OIOS, his delegation had some concerns stemming from its interest in maximizing internal and external oversight functions and monitoring such activities.  In drafting 54/244, Member States were preoccupied with obtaining a more precise definition of the functions of the OIOS, which at that point interfered in the core functions of the core mandates.  Its work and reporting methods were not transparent.

The resolution contributed to clarifying the role of the OIOS, he continued.  He appreciated the efforts to improve the Office’s strict adherence to its mandate and the fact that it continued to provide important services in the areas of internal audit, monitoring, inspection and evaluation.  Despite the progress, by comparing the situation before and after adoption of resolution 54/244, one could see that there was still room for improvement, for many challenges remained.  In particular, the General Assembly had for years just taken note of OIOS reports, without adopting legislative action in that regard.  That hindered the Office’s ability to evaluate the effectiveness of its recommendations, and the level of implementation of the recommendations suffered.  The OIOS was submerged in bureaucracy, and overburdening the Office with auditing functions created a conflict with the Board of Auditors.  There was also a diminished investigation and monitoring role -– two primary mandates of the OIOS not fully implemented. 

Continuing, he also drew the Committee’s attention to the delays in the issuance of the Office’s reports and the problem of implementation of many recommendations, some of which were rejected by the Secretariat.  The General Assembly found itself unable to take specific measures in that regard.  The Office’s recruitment, promotion and allocation of financial resources were linked to different administrative departments, and that created a potential conflict of interest, which was a cause of concern.  The question of geographical distribution was also important, as well as the issues of weak application of justice within the United Nations and absence of accountability within many parts of the Secretariat.  It was a source of concern that the Office had been unable to address them properly.  The OIOS could contribute more fully to the effectiveness and efficiency of the mandates of the Organization through monitoring, evaluation, investigation and management consulting.

Organization of Work

The Committee also addressed its organization of work for Monday, and Chairman DON MACKAY (New Zealand) provided an update on the status of documents.  As noted in document A/C.5/59/L.1/Rev.1, out of 18 documents, eight were issued on the estimated date of issuance, three were issued late, and four were moved to a later date of issuance.

Further discussions on the organization of work, including the status of documentation, were scheduled for Monday morning.  Sharing the concerns expressed by several colleagues, he reiterated that the lateness of documents combined with the unprecedented volume of work had put the Committee under huge work pressure.  While the schedule for next week remained subject to revision, he hoped the Committee would soon be able to adopt a programme of work for the remainder of the session.

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