in the administrative costs arose from exchange rate variations and the inclusion in the budget of training funds. The Board of Auditors had criticized in their report various aspects of UNHCR activities in 1985. The most significant point was that these criticisms duplicated comments on shortcomings in 1984 and before. There was little evidence of efforts to break this cycle of error and criticism. However, the High Commissioner has placed a high priority on efforts to alter this unfortunate pattern. Such efforts were of a long-term nature, and while some improvements could be noted in the auditors' report on activities in 1986, the positive effects of current efforts should be seen fully in the auditors' reports covering 1987 and 1988.
98. Addressing the Committee under the same item, the Chairman of the Staff Council stressed the willingness of the staff to accept changes in the interests of refugees, and that such changes should be formulated and implemented in full consultation with the staff. He emphasized the need for improvements in conditions of service in the field, and urged Governments to support efforts to improve these conditions. Referring to the efforts of local and international field staff, he paid homage to four colleagues who had lost their lives in the past year. He called for greater decentralization and delegation of authority, and urged the Administration to respect and strengthen the institutions and processes that involve the staff in their own management. He also laid emphasis on enhancing and extending the training of staff and the role of women in UNHCR and expressed support for a review of the staff performance evaluation system. He concluded by stating that the UNHCR Staff Council would always place the interests of refugees above the interests of UNHCR staff, and the interests of UNHCR staff as a whole above the interests of any individual. The Staff Council shared with the High Commissioner and the Committee the objective of helping to ensure that those who worked for UNHCR were able to fulfil their responsibilities effectively. He appreciated the interest that members of the Committee had taken in issues of staff welfare and hoped that future Staff Councils could count on their active support.
99.
A large number of speakers welcomed the new thinking and mechanisms that were being introduced in UNHCR. Support was expressed for the High Commissioner's efforts to adapt UNHCR's organizational structure to its objectives, and for his programme reforms and administrative initiatives to ensure the effective and efficient deployment of available resources. The majority of speakers gave strong support to the High Commissioner's focus on the field reflected in his statement.
100. Many delegates welcomed statements of the High Commissioner and the Deputy High Commissioner on the restructuring of the Office. The positive response of UNHCR to the recommendations of the Board of Auditors was particularly appreciated, as were the improvements in procurement. Most speakers laid emphasis on financial control and programme management as being essential to permit the more effective utilization of limited resources. One speaker expressed the hope that changes, whether of a managerial nature or otherwise, would not be made at the expense of refugee protection.
101. One speaker saw the reorganization process as part of a long-term strategy. Others thought it too early to evaluate the process, but stated that they shared its underlying assumptions and supported its purposes. While many speakers saw the reorganization as leading to greater cost-effectiveness, one delegation accepted that immediate economies were unlikely to result immediately from the process and
Some that it might result in increased administrative costs in the short term. speakers felt that the reorganization should take place within the context of zero-growth, and that it would be difficult to accept net upward regradings or additional posts. Another speaker stated that the Executive Committee should
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