Sixty-first General Assembly

Fifth Committee

40^th Meeting (AM)

BUDGET COMMITTEE TAKES UP FINANCING FOR SPECIAL POLITICAL MISSIONS,

INCLUDING BURUNDI, NEPAL, IRAQ FUND OVERSIGHT

As the Fifth Committee (Administrative and Budgetary) began its consideration today of the financing of special political missions, including requests for $38.2 million for a follow-on mission in Burundi, $91.5 million for a recently-established mission in Nepal and $175,500 for the body overseeing the resources of the Development Fund for Iraq, speakers cautioned against the blanket application of templates to address the very different requirements of unique political missions.

Underscoring the need for special political missions to realize their mandates and fully achieve their goals, Germany’s representative, on behalf of the European Union, said the successful completion of the United Nations Office in Burundi (UNOB) and the establishment of its successor -- the United Nations Integrated Office in Burundi (BINUB) -- was a good example of a smooth transition from peacekeeping to peacebuilding.  He also recognized the importance of the International Advisory and Monitoring Board (IAMB) in overseeing the resources of the Development Fund for Iraq, which, he hoped, would successfully complete its work this year.  Further, as a focused exercise of limited duration, the United Nations Mission in Nepal should strive to accomplish its mandate in an efficient manner. 

Japan’s representative noted that, while much had been said of the surge in peacekeeping operations, special political missions had also experienced a surge.  Although the two could prove effective in the field, careful examination was needed, particularly with regard to the linkage between the results-based budgeting logical framework and resource requirements.  Regarding the Nepal Mission, a 12-month mission with the mandate of monitoring the management of arms and supporting the planning of an election, Japan, like the Advisory Committee on Administrative and Budgetary Questions (ACABQ), cautioned against the application of a one-size-fits-all model to different field missions.  Clear recognition of the Mission’s mandate, while avoiding duplication through thoughtful planning, was needed.

Pakistan’s representative said his delegation had consistently voiced concern about the absence of well-defined logical frameworks for the different political missions.  One approach to resolving the problem would be to move towards results-based management, including the setting of objectives within certain time frames.  While the extension of initial timelines for the completion of mandates could be the result of realities on the ground, there was no coherent mechanism or systematic approach to follow through on the missions’ objectives, resulting in anomalies in terms of implementation and clear timelines.  Such issues needed to be discussed.

Angola’s representative, on behalf of the African Group, said the Group supported the resources requested for the United Nations Integrated Office in Burundi and looked forward to a constructive discussion with its partners.  Regarding civilian personnel, the African Group noted the Advisory Committee’s recommendation to apply a 20 per cent delayed deployment factor for international and 15 per cent for national staff to the staffing costs.  As the situation in Burundi progressed, it was of utmost importance to gradually replace international staff by increasing the number of national staff. 

Flagging specific concerns regarding the United Nations Mission in Nepal, that country’s representative noted that, in view of the importance of Nepal’s political process and the mandate to be fulfilled, the proposed resource requirements for the United Nations Political Mission in Nepal (UNMIN) could not be said to have been set too high, compared to other missions.  While he was generally satisfied with most of the recommendations of the Secretary-General and the Advisory Committee, he saw little justification for ACABQ’s recommendation to disapprove several posts. 

Also this morning, Sandra Haji Ahmed, Director of the Operational Services Division of the Office of Human Resources Management, responding to a request made at an earlier meeting, took the floor to explain why the Secretary-General’s report containing proposals to address the imbalance in the geographical distribution of staff in the Office of the United Nations High Commissioner for Human Rights would not be presented during the first part of the resumed session.

Also participating in today’s discussion were the representatives of the United States, Burundi and Cuba.

Dennis Thatchaichawalit, Chief of Service, Programme Planning and Budget Division, introduced the Secretary-General’s report on estimates in respect of special political missions.  The Director of the Peacekeeping Financing Division, Catherine Pollard, introduced the Secretary-General’s report on the United Nations Operation in Burundi.

Rajat Saha, Chairman of ACABQ, introduced that body’s reports.

The Committee will meet again at 10 a.m. Wednesday, 14 March, to continue the work of its first resumed session.

Background

The Fifth Committee (Administrative and Budgetary) met this morning to consider the financing of special political missions, as well as the financing of the United Nations Operation in Burundi (ONUB).

Introduction of Reports

DENNIS THATCHAICHAWALIT, Chief of Service, Programme Planning and Budget Division, introduced the Secretary-General’s report on estimates in respect of special political missions, good offices and other political initiatives authorized by the General Assembly and/or the Security Council.

Regarding the United Nations Integrated Office in Burundi (BINUB), he noted that a $9 million commitment authority had been requested by the Controller and granted by the Advisory Committee to start up the operation.  The proposed budget before the Committee would provide for staffing resources of 427 positions, 141 international staff, 235 national staff, including 18 national officers and 51 United Nations Volunteers.  The total proposed financial requirements for 2007 amounted to some $35.8 million net.

On the International Advisory and Monitoring Board (IAMB), he noted that the Council in 2006 had extended that body’s mandate to December 2007.  The extension had not been expected.  The total requirements for 2007 would amount to $162,500 net or $175,500 gross for the activities of the United Nations representative, support staff and related operational requirements.  The Assembly was also requested to note the unencumbered balance of $156,800 against the appropriation for the United Nations representative to IAMB for 2006.

Turning to the United Nations Political Mission in Nepal (UNMIN) he noted that the Council had welcomed an assessment mission to Nepal, together with advanced deployment of 35 monitors and 25 electoral personnel.  To provide funding for interim activities in Nepal, $9.6 million gross had been requested and granted by the Advisory Committee on Administrative and Budgetary Questions (ACABQ) in 2006.  The Mission had been established by Council resolution 1740 of 23 January for an initial period of one year and subject to provisions of the resolution.  The proposed staffing requirements would comprise 927 positions, including 280 international staff, 389 national staff and 258 United Nations Volunteers.  In addition, there were 155 military observers and 7 police advisers.  Total financial requirements amounted to some $91.5 million net and $95.6 million gross for the Mission’s various components. 

In summary, he said approval was sought for the budgets of BINUB, IAMB and UNMIN and a total appropriation of some $127.3 million net, or $133.8 gross.

RAJAT SAHA, Chairman of ACABQ, introduced that body’s related reports.

On BINUB, the Advisory Committee was recommending an appropriation of $33.1 million for 2007.  In that connection, as the transition of ONUB to a special political mission had been known for some time, the Advisory Committee had noted with concern that limited staff had been retained for BINUB from ONUB.  Given the substantial gap between budgetary assumptions and actual deployment of staff, ACABQ had recommended increases in the delayed deployment factor, from 10 to 20 per cent for international staff and from 5 to 15 per cent for national staff.  Should the Mission achieve a faster deployment, it should be reflected in the second performance report.

Having reviewed the Mission’s proposed staffing, ACABQ had recommended against the approval of a number of posts proposed by the Secretary-General, for the reasons outlined in its report, he said.  For the future, the Advisory Committee encouraged further efforts by BINUB to gradually replace international staff by increasing the number of national staff, wherever possible.  It had been recommended that grade levels in the Mission be kept under review as the handover from ONUB was completed.

Turning to IAMB, he said the Advisory Committee concurred with the Secretary-General’s proposal relating to the costs of the United Nations representatives to IAMB in 2007, which would be accommodated from the unspent balance against the related appropriation for 2006. 

Regarding UNMIN, he said the Advisory Committee called for a reduction mostly in connection with the Mission’s staffing costs.  The proposed structure for UNMIN seemed in many cases to be driven by the application of a template, instead of an analysis of the Mission’s specific needs.  The fact that UNMIN was considered a focus mission of limited duration should had some impact on the proposed structure and related resources.  In that context, ACABQ had recommended against approval of a number of posts proposed by the Secretary-General.  The Advisory Committee had also recommended that requirements for general temporary assistance for the Department of Political Affairs and the Department of Peacekeeping Operations, for which provision was made under UNMIN’s budget, should be met from the existing appropriations under the 2006-2007 programme budget, and reflected, if necessary, in the second performance report.

Statements

Speaking on behalf of the European Union and associated States, THOMAS THOMMA ( Germany) said that special political missions should be able to realize their mandates and fully achieve their goals, while efficiently utilizing the resources set at their disposal by Member States.  The Union appreciated the achievements and successful completion of the United Nations Office in Burundi (UNOB) and considered the establishment of its successor, the United Nations Integrated Office in Burundi, a good example of a smooth transition from peacekeeping to peacebuilding.  As far as IAMB was concerned, he recognized its importance in the process of overseeing the use of resources of the Development Fund for Iraq and hoped for successful completion of its work this year.

Finally, he expressed support for the United Nations political mission in Nepal, which helped that country to sustain the peace it had negotiated in the Comprehensive Peace Agreement of November 2006.  As a focused exercise of limited duration, the Mission should strive to accomplish its mandate in an efficient manner.  In order to avoid overbudgeting, attention should be given to the specific mandate and the needs of a mission, rather than applying a template to different field missions.  Bearing in mind the recommendations of ACABQ, he expected a fruitful exchange of views on those questions in informal consultations.

ELSA CRISTINA DE JESUS PATACA (Angola), speaking on behalf of the African Group, noted that the Assembly was requested to appropriate resources amounting to over $38.2 million for BINUB and some $175,500 for the United Nations representatives to IAMB for 2007.  Regarding civilian personnel, the African Group noted the recommendation of ACABQ to apply a 20 per cent delayed deployment factor for international and 15 per cent for national staff to the staffing costs.  It was of the utmost importance to gradually replace international staff by increasing the number of national staff, as the situation in Burundi progressed.  She also asked for clarifications in connection with the recommendation of ACABQ in paragraph 14 of its report, as far as the rationale behind that suggestion and its possible implications for the efforts of BINUB to implement its mandate were concerned.  The African Group supported the resources requested for BINUB and looked forward to a constructive discussion with its partners.

MADHU RAMAN ACHARYA ( Nepal) said that his delegation was generally satisfied with most of the recommendations contained in the reports by the Secretary-General and the Advisory Committee on UNMIN.  However, he saw little justification for ACABQ’s recommendation to disapprove several posts, and would like to request the Committee to consider approving those posts.  Since non-military ceasefire monitoring functions were important to ensure effective implementation of the Comprehensive Peace Agreement at the regional level, Nepal would like to retain ten P-3 positions and ten P-2 positions for the five regional components of the Civil Affairs Office, whereas ACABQ had recommended only five P-3 and P-2 positions.  Given the importance of a Senior Coordination Officer (P-5) for the Office of the Special Representative of the Secretary-General, he was also not convinced by ACABQ’s suggestion that the Chief of Staff alone could perform such a role.  Therefore, his delegation would like to request the acceptance of that position.  In view of the importance of the political process in Nepal and the mandate to be fulfilled, the proposed resource requirements for UNMIN could not be said to have been set too high, compared to similar missions.

LEROY POTTS ( United States) said his delegation supported ACABQ’s recommendations on BINUB, the United Nations representative to IAMB and UNMIN.  He also supported ACABQ’s recommendations for a reduction in staff for Nepal and Burundi.  The Integrated Office in Burundi and the Mission in Nepal were crucial for bringing peace to regions that had suffered too much conflict.  The United States noted with concern, however, that UNMIN’s budget did not included sufficient information, particularly regarding staffing proposals.  The United States wanted to see future reports of the Secretary-General more clearly link human resources needs with expected goals and outputs.  Regarding UNMIN, he took note of the Advisory Committee’s report and supported the call for greater linkages between requested resources and analysis of the Mission’s specific needs.

MISAKO KAJI ( Japan) said that, as much as the surge in peacekeeping was talked about, it was fair to say that special political missions had also experienced a surge.  Special political missions and peacekeeping operations could prove effective in the field, complementing each other.  But, as the current exploratory stage, careful examination was needed, particularly focusing on the linkage between the results-based budgeting logical framework and the resource requirements.  BINUB was an integrated mission, where an effective peacebuilding process was expected to develop a smooth transition from ceasefire to stability, in close cooperation with all United Nations entities in the field.  She supported the views of the Advisory Committee on staffing that took into account the gap between budgetary assumptions and actual deployment for ONUB.  She also supported the recommendations of ACABQ on the budget for the Integrated Office in Burundi.

Regarding Nepal, she said that it was a 12-month mission, whose mandate was monitoring the management of arms and supporting the planning of the election.  Her delegation shared ACABQ’s observations whereby it was “cautious against the application of a one-size-fits-all model to different field missions” and would also support its recommendations on the amount of the budget.  Clear recognition of the mandate of the Mission and its careful implementation, while avoiding duplication and overlaps through thoughtful planning, was all the more needed.

IMTIAZ HUSSAIN ( Pakistan) appreciated the Secretary-General’s efforts in Burundi and Nepal.  He also appreciated the facilitation of agreements that would have far-reaching significance for those countries and the results already achieved.  In the case of Nepal, he took note of the Secretary-General’s approach and hoped the timelines indicated would be adhered to.  He also took note of the concerns raised by Nepal’s representative this morning regarding resource requirements.  That country was going through a very critical and sensitive transitional phase.  Resource requirements should not be a factor in undermining the Mission’s intended progress.

He said his delegation had consistently voiced concern about the problem of resource allocation to special political missions, which emanated from the absence of a well-defined logical framework for such missions.  One approach to resolving the problem would be to move towards results-based management, including the setting of objectives within certain time frames, as well as elements of accountability.  Although the Council established the missions’ mandates, initial timelines were continuously enhanced.  While that could be due to realities on the ground, no coherent mechanism to follow through on the mission’s objectives existed.  There was no systematic approach on how to move from one phase to another.  As a result, anomalies existed in terms of implementation and clear timelines.  Such issues needed to be discussed.  In the fall, the Assembly had adopted a resolution asking for a logical framework for such missions.  He hoped that request would be fully respected and the timeline included in that resolution fully adhered to.  Pakistan would follow the issue with interest. 

UNOB

CATHERINE POLLARD, Director of the Peacekeeping Financing Division, introduced the Secretary-General’s report on the Mission (document A/61/771).

Established by the Council in 2004, the Mission had been extended until 31 December 2006 by Council resolution 1692 (2006).  The Council welcomed the Secretary-General’s intention to establish an integrated United Nations office at the end of that period.  On 1 January, the Operation commenced its administrative liquidation, including the process of disposing of its assets, to be completed by 30 June.

Pursuant to the United Nations financial regulations, the report provides details on the proposed donation of ONUB’s assets to Burundi’s Government.  The inventory value of the Operation’s assets proposed for donation as of 15 February amounted to some $2.8 million, representing 5.1 per cent of the total ONUB assets inventory value of $55.3 million.  The Secretary-General requests the Assembly to approve the donation of assets, with an inventory value of $2.8 million and a corresponding residual value of $1.73 million, to Burundi’s Government on a free-of-charge basis.

Introducing a related report, Mr. SAHA said that the Advisory Committee, in its report A/61/790, recommended approval of the donation of assets to the Government of Burundi.

Speaking on behalf of the African Group, Ms. PATACA ( Angola) said that the Group attached great importance to the efforts to ensure lasting peace in Burundi and urged the international community to continue to support the reconstruction and development of that country.  Now that ONUB had commenced with its administrative liquidation, the Group strongly supported the Secretary-General’s request that Member States approve the donation of assets with an inventory value of $2.8 million and a corresponding residual value of $1.73 million to the Government of Burundi.

ALBERT SINGIRO ( Burundi), endorsing Angola’s statement on behalf of the African Group, noted that the assets would contribute to consolidating peace in Burundi, which had just emerged from a long period of war.  Beyond peacebuilding, the donation would have positive effects also on United Nations public relations.  The people of Burundi would long remember the United Nations simply by looking at the assets it left behind.  He encouraged all members to support the donation, which could contribute to building peace in the country.

Organization of Work

Responding to Cuba’s request of 5 March, at the conclusion of the meeting, SANDRA HAJI AHMED, Director of the Operational Services Division of the Office of Human Resources Management, provided explanations to the Committee as to why the Secretary-General’s report containing proposals to address the imbalance in the geographical distribution of staff in the Office of the United Nations High Commissioner for Human Rights would not be presented during the first part of the resumed session, although it had been requested by the Assembly in resolution 61/244.  She understood that the Assembly’s request was to be read in conjunction with resolution 61/159 on the composition of the staff of the Office of the High Commissioner for Human Rights, which had been adopted upon the recommendation of the Third Committee.  In part, in the effort to redress the specific geographic imbalance of the Office, that text, had allowed the establishment of a temporary mechanism, whereby recruitment of staff in the Office at the P-2 level would not be restricted to successful candidates from the national competitive examination.

On 22 January, the Assistant Secretary-General for Human Resources Management had sent a memorandum to the Secretary of the Fifth Committee, providing explanations for the delay in the preparation of the report, she continued, and the document had been made available to the Bureau.  The Office of Human Resources Management and the Office of the High Commissioner for Human Rights were working together to prepare proposals that would address the concerns of the Assembly, while respecting existing legislative mandates.  The issues were complex and had required extensive coordination of the preparatory work.  Accordingly, the Secretariat was not in a position to submit a report in time.  She assured the Committee that every effort was being made to complete the preparation of the report, so that it could be considered at the second resumed session, when the Fifth Committee would also be considering a number of other documents related to human resources management.

PABLO BERTI OLIVA ( Cuba) said he hoped that the report would be available during the second resumed session, together with the other human resources topics proposed for the session.

* *** *

For information media • not an official record