ࡱ> [ Ebjbj** ӺHbHbйdD))7 7 777DB8B8B889B8;;L&<:`<`<`<A|A,(B$:7@B@^A"@B@B77`<`<dPJPJPJ@B7`<7`<PJ@BPJPJFX7@`<CT 0;ZdHT7 @B@BPJ@B@B@B@B@BPJ@B@B@B;@B@B@B@B@B@B@B@B@B@B@B@B@B)N 5: Summary In follow-up to the audit of the Commission carried out by the External Auditor of UNESCO in April 2016, this document contains the Secretariats proposal for a draft implementation plan of the external auditors recommendations, as detailed in documents200EX/20PartIIRev. and 200EX/20.INF.2. Decision: The Assembly is invited to take note of this document as in the decision referenced as IOC-XXIX/Dec.3.2.2 in the Provisional Action Paper (document IOC-XXIX/2 Prov.) Following the introduction by the Executive Secretary and the initial guidance by Member States through the discussion in plenary, this document will be further examined by the Financial Committee with a view to include an updated MTS Introduction section as part of the Draft Resolution that the Financial Committee will be submitting for adoption by the Assembly in accordance with paragraph 15 of the draft revised guidelines for the preparation and consideration of draft resolutions ( HYPERLINK "http://www.ioc-unesco.org/index.php?option=com_oe&task=viewDocumentRecord&docID=9281" IOC/INF-1315).  INTRODUCTION Following the audit of the Commission carried out by the External Auditor of UNESCO in April 2016, the report and the recommendations of the auditor were made available to the UNESCO Executive Board at its 200th session in October 2016 as documents 200EX/20PartIIRev. and 200EX/20.INF.2 and shared with all Member States of the IOC through  HYPERLINK "http://www.ioc-unesco.org/index.php?option=com_oe&task=viewDocumentRecord&docID=17841" IOC Circular Letter 2643 of 26 September 2016. The Chair of the IOC, Professor Peter M. Haugan, was present during the UNESCO Executive Board discussions and his statement to the Board is appended at the  HYPERLINK \l "a1" end of this document. The Executive Board in its decision 20.II invited the Director-General of UNESCO to transmit documents 200 EX/20 Part II Rev. and 200 EX/20.INF.2 to the IOC for consideration by its appropriate Governing Bodies. The IOC Secretariat has subsequently elaborated a draft implementation plan that was shared with all Member States by the Chair of the Intersessional Financial Advisory Group, IOC Vice-Chair Ariel H. Troisi in an email communication of 15 November 2016. All the relevant documentation, including formal written feedback received from France and Kuwait, can be found at the dedicated part of the IOC website:  HYPERLINK "http://www.ioc-unesco.org/ifag-16-17" http://www.ioc-unesco.org/ifag-16-17. The updated version of the draft implementation plan is now presented for the consideration by the Assembly. It re-captures the preliminary implementation plan and comments and estimated date for the implementation of recommendation, as presented to the UNESCO Executive Board at its 200th session. In addition, it also references the relevant Assembly documentation that addresses the audit recommendations and provides draft recommendations that the Assembly may wish to adopt in order to guide future work and reports on implementation that the Secretariat will need to provide to the UNESCO Executive Board. Some of the External Auditors observations concerning staff, which led to recommendations number 7 and 13 that are not covered by the statutory Assembly documentation are also addressed as part of this document. In addition, Addendum I Study on the potential pooling of periodic reports to the governing bodies of the United Nations, UNESCO, the Commission and its subsidiary bodies was prepared to address specifically recommendation number 2. And AddendumII Ocean Data and Information System Concept Paper Summary responds to the recommendation number 15. Implementation plan with draft recommendations by the 29th IOC assembly Audit recommendations Preliminary implementation plan and commentsEstimated date for the implementation of the recommendationRelevant Assembly documentation referencesDraft IOC Assembly recommendation Recommendation No. 1. The External Auditor recommends that Article 3 of the Statutes of the Intergovernmental Oceanographic Commission (IOC) be amended to include the requirements relating to the United Nations Framework Convention on Climate Change (UNFCCC); likewise, IOCs medium-term strategy should take into account the Sustainable Development Goals of the 2030 Agenda adopted by the United Nations General Assembly.It is the Secretariats opinion that inclusion of the reference to the UNFCCC and the 2030 Development Agenda in Art. 3.1 (c) of the Statutes of the IOC is not necessary, as this Article already reads and other international instruments relevant to marine scientific research, related services and capacity-building. The General Conference of UNESCO can however amend the Statutes as recommended by the external auditor, if desired, following a recommendation of, or after consultation with, the Assembly of the Commission (Art. 12 of the Statutes). The Secretariat concurs that the UNFCCC and the 2030 Development Agenda will provide the guiding principles for IOCs strategic planning for the years to come and ADG/IOC is one of the members of the UNESCO 2030 Development Agenda Task Force set up by the Director-General. But so will the Sendai Framework, the Samoa Pathway and the UNFCCC COP processes. These global agendas will be duly reflected in the review of IOCs Medium Term Strategy (2014-2021) during the coming IOC Assembly meeting in 2017, when the Draft Programme and Budget for 2018-2021 (39C/5) will be discussed. In addition, the Assemblys opinion will be sought on the External Auditors recommendation to amend the IOC Statutes to include references to requirements deriving from UNFCCC.June 2017 The External Auditors report and recommendations will be submitted for review and decision by the IOC Assembly at its 29th session. Among other documents, the IOC Medium Term Strategy will be updated to integrate in it the most recent developments in the international development agenda.IOC-XXIX/2Annex 6: Updated Introduction to the IOC Medium-Term Strategy 2014-2021Based on the discussions already initiated at the 49th session of the IOC Executive Council in June 2016, the IOC Assembly endorses the update to the IOC Medium-Term Strategy 2014-2021 as contained in: i) document IOC-XXIX/2 Annex 6 (if adopted without changes) or ii) in the Annex to resolution XXIX-(11.1) on the Financial Matters of the Commission. With this, the Assembly considers the recommendation No.1 as adequately addressed. Recommendation No. 2. In liaison with the respective governing bodies, conduct a study of the potential pooling of periodic reports to the governing bodies of the United Nations, UNESCO, the Commission and its subsidiary bodies.The concept of mutualization in the reporting area is unclear. While efforts are always made to avoid cumbersome and unnecessary reporting, it is recalled that the format of reporting to UNESCOs Executive Board and General Conference is the prerogative of these Governing Bodies respectively. It is focused on C/5 expected results and other elements of the C/5 results chain for which reporting is mandated in a specific format. The reports required by subsidiary organs and their format are not the subject of discussion at UNESCOs Executive Board and General Conference. It is acknowledged that they may be more specialized and/or detailed than those reported to UNESCOs governing bodies. IOC will review this issue as well as that of reporting to UN bodies, consulting as necessary the relevant central services.Study to be completed and presented to the 29th session of the IOC Assembly in June 2017.IOC-XXIX/2 Annex 3 Addendum I: Study on the potential pooling of periodic reports to the governing bodies of the United Nations, UNESCO, the Commission and its subsidiary bodiesThe Assembly takes note with satisfaction of the study presented in document IOC-XXIX/2 Annex 3 and considers the recommendation No.2 as adequately addressed.Recommendation No. 3. The External Auditor suggests that the autonomy and specificity of IOC, with regard to governance, decision-making, partnerships, funding, operating and external reporting, should be better reflected in the presentation of UNESCOs budgetary and accounting documents.The Secretariat takes on board this recommendation. It is worth noting that a certain autonomy and specificity of IOC is already reflected today in the C/5 budget presentation, i.e.: In the preparation process of the 38C/5, a specific budget envelope for IOC was determined by the DG independently of SC sector. In the presentation of the 38C/5, while IOC programme figures under Major Programme II (MLA 3), the specific budget amount for IOC is clearly indicated in all the budget tables. Internal control is provided to ensure that no budget transfer is made out of IOC. (Budget transfers across MLAs or MPs are subject to approval by BFM who verifies that such transfers do not involve IOC.) On the accounting side: A note disclosure will be added in the consolidated 2016 financial statements addressing the specific nature of IOC.November 2017 Subject to adoption of the 39C/5 by the UNESCO General Conference. IOC-XXIX/2Annex 5: Draft Programme and Budget for 20182021 (Draft 39 C/5)The Assembly takes note with satisfaction that, in pursuance to the decisions of the IOC Executive Council in June 2016, endorsed by the UNESCO Executive Board in October 2016, the IOC is for the first time presented in a stand-alone chapter of the UNESCOC/5. With this, the Assembly considers the recommendation No.3 as adequately addressed. For more details, reference is made to resolution XXIX-(11.1) on the Financial Matters of the Commission.Recommendation No.4. The External Auditor recommends a review of the organization of the work of the IOCs Assembly and Executive Council to enable them to make more strategic decisions on the key issues and challenges facing IOC. To that end, he recommends, in particular, a review of the Commissions programmes and activities, starting with the analysis, which has already started with regard to the Sustainable Development Goals (SDGs) of the 2030 Agenda, of the main international agreements and conventions with an impact on IOCs mandate and objectives, in order to propose an overall strategy.The Secretariat takes on board this recommendation. The IOC Secretariat has already begun this exercise and the June 2016 session of the Executive Council was largely built around the guiding principles of the 2030 Development Agenda, the UNFCCC agenda, the Sendai Framework and the Samoa Pathway. The Executive Council provided guidance to the IOC Secretariat with a view of preparing a fully-developed proposal for the IOC Assembly in 2017.June 2017 fully developed proposal to be submitted for approval by the IOC Assembly at its 29th session. IOC-XXIX/2Annex 6: Updated Introduction to the IOC Medium-Term Strategy 2014-2021 IOC-XXIX/2Annex 5: Draft Programme and Budget for 20182021 (Draft 39 C/5) IOC-XXIX/2Annex 8: Contribution to the Future of the IOC Executive Roadmap IOC/INF-1337 Rev.: Synthesis of IOC development, work and results: opportunities and coincidences 1960-2015The Assembly thanks the External Auditor for his pertinent recommendation, fully in line with the IOC Governing Bodies objectives, The continuous on-going review of the relevance of the IOC programmes in the light of the evolving international development agenda is ensured at every session, with a specific item and a intersessional work led by the Officers on the IOC and the Future of the Ocean. In the last 2 years the Commission has undertaken an extensive mapping exercise, linking key aspects of its mandate and core functions to the new international strategic frameworks and the current proposal for the IOC Draft Programme and Budget for 20182021. This exercise also builds on the priorities and guidelines agreed by the IOC Governing Bodies, including the June 2016 review by the IOC Executive Council of the Strategic Results Report (IOC/EC-XLIX/2 Annex 3), the Executive Roadmap Future of the IOC (IOC/EC-XLIX/2 Annex 9 Rev.), and the recommendations of the External Auditor of UNESCO in his report on the audit of IOC conducted in April 2016 (200 EX/20.INF.2). In light of the above, the Assembly considers the recommendation No.4 as adequately addressed.Recommendation No. 5. The External Auditor recommends that the quality of the information provided to the Executive Council and the Assembly be improved by: - ensuring consistency between the presentation of budget implementation and the expenditure plan and reconciling the two in a single table; - providing information on the use of the surplus balance of the Special Account; - for IOC bodies only: establishing dashboards specifically for IOC to monitor its strategic actions and budget.The Secretariat takes note of the recommendation, related to the quality of information given to the IOC Governing Bodies. The second item is already addressed through the adoption by the IOC Executive Council at its 49th session, 7-10 June 2016, of the budgetary appropriations for 2016-2017 for the IOC Special Account and further implementation is foreseen with the 2016 financial statements of the IOC Special Account. With regards to the third item of the recommendation, the Secretariat would prefer to continue to use the dashboard common to all programme sectors to enable Governing Bodies Members to have a more global view and comprehensive approach in its monitoring of the Organizations strategic actions and budgets.June 2017 IOC Assembly at its 29th Session IOC-XXIX/2Annex 5: Draft Programme and Budget for 20182021 (Draft 39 C/5) IOC-XXIX/2 Annex 2: Report on budget execution 2016 and outline of 2017 budgetThe Assembly encourages the Secretariat to pursue its continuous efforts aimed at facilitating the informed decision-making by the IOC Governing Bodies, taking into account the discussions both in the plenary and in the sessional Financial Committee. As regards the establishment of technical monitoring tools and dashboards, it leaves this matter to the appreciation of the Secretariat. With this, the Assembly considers the recommendation No.5 as adequately addressed. For more details, reference is made to resolution XXIX-(11.1) on the Financial Matters of the Commission.Recommendation No.6. The External Auditor recommends that reporting to the Assembly be improved with respect to human resources management by providing detailed information, in each budget implementation and activity report, on: - the present situation: number of staff working for the Commission, corresponding number of full time equivalents, corresponding total expenditure and funding sources, table of planned and actual staffing levels, including a comparison with the previous consolidated financial period; - performance indicators with respect to human resources management, including expected trends in staffing and payroll, as well as a short-term and medium-term goal regarding the share of staff costs under the regular budget. The Secretariat notes with interest the recommendation and would bring to the attention of the External Audit team the following information: Targets in terms of ratio between operational budget and staff allocation and staffing priorities under RP are already set by IOC Governing bodies As regards the first sub-item, a new Annex showing expenditure by IPSAS category thus showing distinction between personnel and other costs will be included in the IOC Special Account financial statements. Furthermore, BFM and HRM will assist IOC Secretariat in exploring the possibility of including such information under the Regular Budget and other XB sources With regard to workforce planning and staff costs, this is already undertaken by IOC in consultation, where applicable with HRM and BFM.June 2017 IOC Assembly at its 29th SessionIOC-XXIX/2Annex 5: Draft Programme and Budget for 20182021 (Draft 39 C/5) IOC-XXIX/2 Annex 2: Report on budget execution 2016 and outline of 2017 budgetThe Assembly encourages the Secretariat to pursue its continuous efforts aimed at facilitating the informed decision-making by the IOC Governing Bodies, taking into account the discussions both in the plenary and in the sessional Financial Committee. With this, the Assembly considers the recommendation No.6 as adequately addressed. For more details, reference is made to resolution XXIX-(11.1) on the Financial Matters of the Commission.Recommendation No.7. The External Auditor recommends a comprehensive review of the Headquarters-field staff ratio, given the challenges, workload and new tasks that lie ahead for the Commission.In line with the recommendation, the IOC Secretariat, in consultation with the relevant central services, shall conduct such a scoping exercise and prepare a working document on this matter, to be considered by the IOC Assembly at its 29th session in June 2017. June 2017 IOC Assembly at its 29th SessionIOC-XXIX/2Annex 5: Draft Programme and Budget for 20182021 (Draft 39 C/5) IOC-XXIX/2 Annex 2: Report on budget execution 2016 and outline of 2017 budget IOC-XXIX/2Annex 3: IOC audit by external auditor of UNESCO: draft implementation planThe Assembly encourages the Secretariat to pursue its continuous efforts aimed at facilitating the informed decision-making by the IOC Governing Bodies, taking into account the discussions both in the plenary and in the sessional Financial Committee. With this, the Assembly considers the recommendation No.7 as adequately addressed. For more details, reference is made to resolution XXIX-(11.1) on the Financial Matters of the Commission.Recommendation No.8. The External Auditor recommends that the Bureau of Financial Management (BFM) improve the monitoring, accounting and annual reporting of overtime paid to UNESCO staff members performing ad-hoc tasks for IOC.This recommendation concerns overtime worked by staff and temporary hires of services other than IOC in supporting IOCs events and activities. A specific General Ledger (GL) account for overtime allows the identification of the overtime charges, across all sources of funding, thus complying already to part of the recommendation. BFM, in close consultation with the Administrative Officer of IOC who is certifying overtime charges, will work further on the implementation of this recommendation. N/AIOC-XXIX/2 Annex 2: Report on budget execution 2016 and outline of 2017 budget The Assembly thanks the external auditor for addressing this particular item. It akes note of the specific information provided on this matter and invites the Secretariat to continue reporting on expenditure by main IPSAS categories, unless there is a material increase in overtime charges that deserves particular attention of the governing bodies. The Assembly considers the recommendation No.8 as adequately addressed.Recommendation No.9. The External Auditor recommends a return to compliance with the Organizations rules of geographical mobility and contract renewal, as defined by UNESCOs Staff Regulations and Staff Rules.The Secretariat takes note of this recommendation and would wish to bring to the attention of the External Audit team the following information: with regard to HR Manual Item 5.11 F on geographical mobility; this Item applies only to international professional staff and above categories holding fixed-term appointments on posts specifically identified as being subject to geographical mobility regardless of the source of funding of the post. A geographical mobility move is carried out at equal-grade. It should also be noted that the number of IOC staff subject to geographical mobility is relatively low and that the number of posts in the Field Offices in fact - mainly project offices are very limited; this coupled with the very specialized fields of competence and the different grade levels may prove difficult to move IOC staff to and between different duty stations. This being said, please note that a new managed mobility programme for all staff (both geographical and functional) in support of operational needs and staff development will be developed in the context of the new HR Strategy for 2017-2022. Indeterminate contracts have not been granted since 1987 (ref. document 142 EX/34, Annex II). Within the context of the new HR Strategy 2017-2022, a review of contractual modalities is planned for January 2018 in particular the adjustment of the duration of contracts especially the 2-year renewable fixed-term contract. It is planned to introduce contracts of up to 5years duration. 2018N/AThe Assembly concurs with the Secretariats comment that the number of IOC staff subject to geographical mobility is relatively low and that the number of posts in the Field Offices in fact - mainly project offices are very limited; this coupled with the very specialized fields of competence and the different grade levels may prove difficult to move IOC staff to and between different duty stations. The issue of staff contracts duration is a matter of UNESCO HR rules and policies.It is the Assemblys understanding that the IOC staff contracts are compliant with the regulations and policies currently in place. Recommendation No.10. The External Auditor recommends that the question of reactivating the mobility mechanism for the staff of UN-Oceans member organizations be raised at a future meeting of UN-Oceans.The Secretariat notes with interest this recommendation and would like to recall that an inter-agency mobility mechanism exists since 2003 the Inter-Organization Agreement concerning transfer, secondment or loan of staff amongst the UN Organizations. It considers, however, that there is limited opportunity for such mobility, given that high level of specialisation of IOC staff and the differences in mandates (and therefore staff profiles) between UN-Ocean members. June 2017 IOC Assembly at its 29th SessionN/AThe Assembly concurs that there is limited opportunity for exchange of staff which seems to be implied in the recommendation, given that high level of specialisation of IOC staff and the extremely limited number of staff who would fit the criteria for such exchanges The issue of interagency coordination and IOCs potential role it it, which if implemented could lead to staff of other UN-Ocean members being seconded to IOC, is discussed and pursued under the IOC and the Future of the Ocean item and relevant guidance will continue to be provided to the Secretariat. The Assembly therefore considers that recommendation 10 as adequately addressed.Recommendation No. 11. The External Auditor recommends, without delay, a return to strict compliance with recruitment conditions for external consultants, by confining waivers to the competitive process to the exceptional circumstance justifying such waivers, in accordance with the UNESCO Human Resources Manual. He recommends, in particular, putting a stop to the recruitment of consultants for functions for which there is a continuing need at the Commission and for multi-year extrabudgetary assignments, and returning to strict compliance with the applicable texts.The selection and hiring of individual consultants shall be carried out in strict respect of the UNESCO HR Manual Item 13.10; whilst the authority to grant any derogations on hiring of individual consultants remains with DIR/HRM. The Secretariat fully agrees that all selection and hiring actions will be done in strict conformity with the relevant administrative rules Internal memo was issued by ADG/IOC end of July 2016 to recall applicable rule and procedures, including as regards consultant contracts duration. Implementation started immediately. The IOC Operational Support Unit (IOC/EO/AO) keeps close records of every waiver granted so as to facilitate the overview and decision-making by the Executive Secretary of IOC. N/A The Assembly takes note of this recommendation and of the Secretariats action in this regard, encourages to continue close monitoring on this issue and considers recommendation no. 11 as adequately addressed.Recommendation No. 12. The External Auditor recommends that IOC staff be reminded of their obligation to write a substantial report upon their return from a mission. These reports should be reviewed periodically to verify the appropriateness of certain categories of mission.Taking into account this recommendation, the Secretariat will take appropriate action to ensure conformity with the Administrative Manual provisionsInternal memo was issued by ADG/IOC end of July 2016 to recall applicable rules and procedures, implementation starts immediately. increased internal control is in place with the IOC Operational Support Unit (IOC/EO/AO) accepting staff travel claims only if accompanied by a complete mission report, validated by supervisor.N/A The Assembly takes note of this recommendation and of the Secretariats action in this regard and considers recommendation no. 12 as adequately addressed.Recommendation No. 13. The External Auditor recommends that the achievement of expected results and performance indicators be clearly distributed between the sections of IOC.The Secretariat takes on board the comment. While internally, in the bottom up process of building the C/5 programmatic structure the input from each section/unit appears to be clear, a more explicit mapping outside the SISTER tool may be useful for quick external understanding. June 2017 IOC Assembly at its 29th SessionIOC-XXIX/2Annex 5: Draft Programme and Budget for 20182021 (Draft 39 C/5) IOC-XXIX/2Annex 3: IOC audit by external auditor of UNESCO: draft implementation planThe Assembly takes note of the information provided in the referenced documentation and considers recommendation no. 13 as adequately addressed.RecommendationNo. 14. The External Auditor recommends establishing partnerships with new universities or research centres in order to end the oligopoly with current partners and enable an effective competitive bidding process when launching and renewing projects.The Secretariat wishes to point out that the related contract with University of Hawaii (paragraph 152) is not a partnership agreement, but rather a procurement contract issued based on a competitive bidding process (Request for Proposal) carried out in 2005 covering both the initial installation/upgrade of a minimum of 14sea level measurement stations and a minimum of five-year maintenance period. The Contracts Committee, while providing its clearance to the initial 2005 contract, has requested separate submissions for the subsequent contracts per year/phase to be submitted to the Contracts Committee, to ensure satisfactory performance of the contractor and value for money. The subsequent contracts, including the one reviewed by the external auditor (March 2013), are based on 2005 pricing, duly cleared by the Contracts Committee. Value for money is a guiding principle of UNESCO contracting. It should however be noted that the current Administrative Manual Item 7.5 on Implementation Partnership Agreements (IPA) does not require formal competition: An implementation partner should be selected after careful comparison with other potential implementation partners on the basis of its specific technical expertise, professional skills, adequate staff resources and reasonably sound financial status and geographic coverage. Instead, a comparison process has been put into place designed to respect the best value for money principle. Secondly, it should be recalled that due to the highly technical and specific expertise required, the market place may not have more than one suitable candidate. In line with the proposed recommendation, in the ongoing revision of the current Administrative Manual Item 7.5, it has been proposed to introduce a competitive selection process for all implementation partnership agreements of US$50,000 and over. December 2016N/A The Assembly takes note of this recommendation and of the Secretariats intentions to achieve further efficiencies in competitive bidding, where applicable. With this, the Assembly considers that recommendation no. 14 is adequately addressed.Recommendation No. 15. The External Auditor recommends that a draft resolution be submitted to the IOC Assembly calling for Member States to work together, with the support of IOC, to construct a universal information system and ocean data portal, along with a cost-benefit analysis prepared in advance by the IODE project. The Secretariat welcomes the intent behind this recommendation, but would like to suggest that a proposal be submitted together with a cost benefit analysis to the next session of IODE, as the relevant technical subsidiary body of the IOC Assembly for review and recommendation April 2017 (IODE); June 2017 IOC Assembly at its 29th SessionIOC-XXIX/2 Annex 3 Addendum II: Ocean Data and Information System Concept Paper Summary IOC/IODE-XXIV/3: Summary Report of the Twenty-fourth Session of the IOC Committee on International Oceanographic Data and Information Exchange, 2428 March 2017, Kuala Lumpur, MalaysiaThe Assemblys guidance on this matter is reflected in its decision IOC-XXIX, Dec. 6.2.1 Additional information pertaining to the External Auditors recommendations Recommendation No. 7 In his report 200 EX/20.INF.2 (Part C. Human Resources) the External auditor raises the issue of the distribution of IOC posts between Headquarters and Field Offices and concludes in paragraph 94 that the distribution of the Commissions staff has changed since 2013, with field offices gaining in numbers. Expenditure control on staff costs has mainly led to streamlining in the number of IOC posts at Headquarters, prompted by a constant situation of under-staffing. This trend has undermined IOCs operations to the extent that half of its staff are now working in the field a distribution that does not facilitate their supervision by the Executive Secretary. In accordance with the External Auditors recommendation number 7, a comprehensive review of the Headquarters-Field staff ratio is provided for consideration by the Assembly in the Draft 39 C/5 and reproduced below for ease of reference. The following tables give the full detail of IOC staff by structural units, both at Headquarters and in the Field within: (I) The fully-funded scenarios based on the regular budget of: $667M for UNESCO ($14.5M for IOC) and $653M for UNESCO ($13.9M for IOC)  As shown in the above table, 44% of the staff are expected to be working in the Field. This ratio is particularly high for extrabudgetary/temporary assistance staff 63%, compared to regular budget-funded core staff 29%. It should be noted that the ratio of general services (G) staff (assistants) to professional (P) staff (excluding the G staff of the Operational Support Unit that work on the processing of administrative transactions and not as assistants) is 1 G staff for 4 P staff. As detailed in the Draft 39 C/5 proposal by the Secretariat, compared to the 38 C/5, the number of regular programme-funded staff in the Field is increased by 1 to create a stable position for the Caribbean Tsunami Information Centre. And the HQ staff is increased by 2 professionals, so as to enable the Commission to adequately respond to its voluntary commitment in relation to 2030 Agenda, and in particular SDG 14. Also, an additional general service post is established to ensure that each HQ Section is supported by at least one full time assistant, which is not presently the case. (II) the expenditure plans based on the regular budget of: $518M for UNESCO ($10.7M for IOC) and one based on regular budget of $507M for UNESCO ($10.2M for IOC).  As shown in the above table, 43% of the staff are expected to be working in the Field. This ratio is particularly high for extrabudgetary/temporary assistance staff 57%, compared to regular budget-funded core staff 31%. It should be noted that the ratio of general services (G) staff (assistants) to professional (P) staff (excluding the G staff of the Operational Support Unit that work on the processing of administrative transactions and not as assistants) is 1 G staff for 4 P staff. As detailed in the Draft 39 C/5 proposal by the Secretariat, compared to the 38 C/5, the number of regular programme-funded staff in the Field is increased by 1 to create a stable position for the Caribbean Tsunami Information Centre. And the HQ staff is increased by 1 professional, so as to enable the Commission to adequately respond to its voluntary commitment in relation to Agenda 2030, and in particular SDG 14. In elaborating these proposals, the Secretariat was guided by the need to strike a balance between addressing the indeed critical situation at Headquarters, as highlighted by the External Auditor, while at the same time responding to the most pressing operational need in the Field. In terms of the supervision of the IOC staff stationed in the Field, it should noted that this function is shared between the Executive Secretary and the other members of the IOC Management Team. In addition to the Head of IOC/OST (the Ostend Office), the Heads of the Regional Commissions Secretariats (IOCARIBE, IOCAFRICA and WESTPAC) and the Head of PPO are supervised directly by the Executive Secretary. To ensure better synergies and smooth flow of information with the regions, the Executive Secretary is also assisted by the Head of MPR (Marine Policy and Regional Coordination Section) and the Regional Liaison Officer. Coordination of the Commissions capacity development effort is ensured by the Head of IOC/OST. And further support is provided by the IOC Operational Support Unit (IOC/EO/AO). All other IOC staff stationed in the field and working on programmes/projects within the purview of one of the HQ sections report directly to the relevant Head of Section. Recommendation no. 13 In part D (Activities and Programmes) of the External Auditors report a concern is expressed about the difficulty to crossmatch the information from the 15 performance indicators with a potential assessment of the activities of the sections of IOC. Paragraph 141 further states that the breakdown of the quadrennial programme by section does not enable the identification of the stakeholders responsible for expected results and performance indicators. The job descriptions of IOC staff members do not include any objectives linked to expected results or performance indicators. The External Auditor therefore recommends that the achievement of expected results and performance indicators be clearly distributed between the sections of IOC. In this context, the Secretariat would like to inform the Assembly that while every effort will continue to be made to ensure timely updating of job descriptions, these documents are designed to capture and describe the organisational setting of the post, its purpose and the major activities/functions assigned to it, as well as the level of expected contribution in terms of intellectual deliverable, the required level of expertise, supervisory or managerial responsibilities etc. The short- and medium-term objectives in terms of programme delivery, firmly aligned with the C/5 expected results, performance indicators and targets are described in the performance objectives/plans of every staff member. For the next biennium 2018-2019 such performance plans will be developed based on the performance indicators and targets contained as presented in the Draft 39 C/5 (document IOC-XXIX/2 Annex 5) and reproduced here for ease of reference. While acknowledging that the fifteen 38 C/5 performance indicators may be difficult to crossmatch to sections, the Secretariat believes that the six performance indicators proposed for the 39 C/5 are closely tied to the IOC functions as contained in its Medium Term Strategy for 2014-2021 and as such allow clear understanding of the stakeholders responsibilities. In addition, the table below identifies the IOC sections responsible for each indicator and target. It should be noted that while the Regional Sub-Commissions responsibilities are explicitly reflected under performance indicators 5 and 6, the other 4 performance indicators for which HQ Sections in charge of global programmes are taking the lead can only be effectively achieved in a co-design approach with regions. Expected result: Science-informed policies for reduced vulnerability to ocean hazards, for the global conservation and sustainable use of oceans, seas and marine resources, and increased resilience and adaptation to climate change, developed and implemented by Member States, towards the realization of Agenda 2030 Performance indicatorsBaselinesTargets 2019 $667M$653M1. N of supported Member States which have conducted up-to-date ocean research to address specific challenges of the ocean and human impacts on coastal areas (IOC/OSS) (i) 50 MS of which 5 in Africa and 5 SIDS, participate in international research initiatives under the WCRP (IOC/OSS) (ii) 89 MS of which 22 in Africa and 11 SIDS, integrate best practices, standards and methodologies to observe ocean acidification and blue carbon ecosystems (IOC/OSS) (iii) 76 MS of which 6 in Africa and 2 SIDS, contribute at improving understanding of marine ecosystem functioning and the impacts of change on ecosystem services (IOC/OSS)(i) 58 of which 10 in Africa and 10 SIDS (ii) 100 of which 28 in Africa and 15 SIDS (iii) 85 of which 10 in Africa and 8 SIDS(i) 55 of which 8 in Africa and 8 SIDS (ii) 96 MS of which 26 in Africa and 14 SIDS (iii) 82 of which 8 in Africa and 4 SIDS 2. N of supported Member States which maintained, strengthened and integrated global ocean observing, data and information system to reduce vulnerability to ocean hazards and benefit from their outputs (IOC/OSS, PPO & IOC/OST)(i) 104 MS are part of GOOS Regional Alliances, of which 5 in Africa and 39 in SIDS. Levels of participation and engagement vary, with an estimated 60 of which 5 in Africa and 8 in SIDS (IOC/OOS) (ii) 13 MS of which 5 in Africa and 1 SIDS participate in IOGOOS, as an indicator of involvement in IIOE-2 (IOC/OOS & PPO) (iii) 20 MS contribute to JCOMMOPS (IOC/OOS) (iv) 84 MS of which 19 in Africa participate in the IODE network & collaborate in D&IM (IOC/OST)(i) 77 of which 12 in Africa and 18 SIDS (ii) 18 MS of which 8 in Africa and 3 SIDS (iii) 26 MS (iv) 120 of which 25 in Africa(i) 73 of which 10 in Africa and 16 SIDS (ii) 17 of which 7 in Africa and 3 SIDS (iii) 25 (iv) 110 of which 22 in Africa3. N of supported Member States which have developed early warning systems and preparedness to mitigate the risks of tsunamis and other ocean-related hazards towards increased resilience (IOC/TSU, IOC/OOS & IOC/OSS) (i) 72 MS of which 14 SIDS and 6 in Africa have National Tsunami Warning Centres (IOC/TSU) (ii) 5 MS of which 5 SIDS have increased communities preparedness (IOC/TSU) (iii) 3 MS of which 1 SIDS, developed capacities for tsunami & other coastal hazard assessment (IOC/TSU) (iv) 9 MS actively participate in operational ocean forecast system (0 in Africa, 0 SIDS) (IOC/OOS) (v) 45 MS developed capacities for research and management of harmful algae (IOC/OSS)(i) 79 of which 16 SIDS and 6 in Africa (ii) 15 of which 5 SIDS (iii) 7 of which 2 SIDS (iv) 19 of which 5 in Africa and 5 SIDS (v) 65 of which 10 in Africa and 8 SIDS(i) 78 of which 16 SIDS and 6 in Africa (ii) 12 of which 5 SIDS (iii) 6 of which 2 SIDS (iv) 19 of which 5 in Africa and 5 SIDS (v) 55 of which 8 in Africa and 5 SIDS4. N of supported Member States that have ocean science and policy interface mechanisms in support of healthy ocean ecosystems in accordance with Agenda 2030 (IOC/MPR, IOC/OST, IOC/OSS) (i) 8 MS contribute to and use bathymetric datasets through GEBCO (IOC/MPR) (ii) 25 MS of which 5 SIDS and 5 in Africa nominate experts to WOA Pool of Experts, and IPBES and IPCC assessments (IOC/MPR) (iii) N of MS contributing to national ocean SDG datasets through IODE - no existing baseline (IOC/OST) (iv) 25 MS participate in science and CD programmes on nutrients assessment and management (IOC/OSS) (v) 5 MS in Africa implement science-based guidelines on coastal hazards mitigation/climate change adaptation (IOC/MPR)(i) 18 of which 1 SIDS and 1 in Africa (ii) 35 of which 7 SIDS and 7 in Africa (iii) 50 of which 10 in Africa (iv) 45 of which 5 SIDS and 10 in Africa (v) 12 of which 5 in Africa and 3 SIDS (i) 15 of which 1 SIDS and 1 in Africa (ii) 30 of which 6 SIDS and 6 in Africa (iii) 45 of which 7 in Africa (iv) 40 of which 5 SIDS and 10 in Africa (v) 10 of which 5 in Africa and 1 SIDS5. N of supported Member States which implement science-based ecosystem management and measure progress on SDG 14 implementation (IOC/EXS, IOC/MPR; IOCARIBE, IOCAFRICA, WESTPAC and IOCINDIO Secretaries) (i) 74 MS of which 16 in Africa and 8 SIDS contribute to the implementation of workplans of governing and regional subsidiary bodies (IOC/EXS, IOC/MPR; IOCARIBE, IOCAFRICA, WESTPAC and IOCINDIO Secretaries) (ii) 40 MS of which 5 in Africa and 3 SIDS develop marine spatial plans and sustainable ocean economic programmes (IOC/MPR) (iii) 10 MS of which 3 SIDS participate in the implementation of inter-agency activities and outreach programmes (IOC/MPR)(i) 110 of which 20 in Africa and 14 SIDS (ii) 52 of which 10 in Africa and 6 SIDS (iii) 17 of which 6 SIDS(i) 95 of which 18 in Africa and 12 SIDS (ii) 48 of which 8 in Africa and 6 SIDS (iii) 15 of which 5 SIDS 6. N of supported Member States which have developed institutional capacity and used it towards IOCs high-level objectives (IOC/OST, IOC/MPR, IOC/OSS; IOCARIBE, IOCAFRICA, WESTPAC and IOCINDIO Secretaries) (i) N of MS contributing to regional needs assessment and delivery of marine technology - no existing baseline (IOC/MPR) (ii) 34 MS, of which 6 in Africa and 2 SIDS, contributing to 1st GOSR (IOC/OSS) (iii) (a) N of MS implementing CD workplans through IOCAFRICA, IOCARIBE, WESTPAC & IOCINDIO N/A as no CD plans adopted (b) 80 practitioners, of which 20 from Africa and 4 from SIDS, trained in priority topics identified regional sub-commissions (IOC/OST; IOCARIBE, IOCAFRICA, WESTPAC and IOCINDIO secretaries) (iv) 80practitioners of which 20 in Africa and 0 SIDS, trained in priority topics identified through regional assessments (IOC/OST & IOCAFRICA secretary)(i) 16 of which 3 in Africa and 1 SIDS (ii) 70, of which 10 in Africa and 10 SIDS, including gender disaggregated information from 60 MS (iii) (a) CD implementation plans adopted and implementation started (b) 200 practitioners, of which 60 in Africa and 10 SIDS (iv) 320 practitioners of which 120 in Africa and 10 SIDS, with a gender target of 40% women (8 RTCs established)(i) 12 of which 2 in Africa and 1 SIDS (ii) 70 of which 10 in Africa and 10 SIDS, including gender disaggregated information from 60 MS (iii) (a) CD implementation plans adopted and implementation started (b) 160 practitioners of which 40 from Africa and 10 SIDS (iv) 280 practitioners, of which 60 in Africa and 10 SIDS, with a gender target of 40% women (7 RTCs established) Appendix: Peter Haugans statement to the Executive Board of UNESCO at its 200th session (Oct.Nov. 2016) (in English only) Thank you Ms Chair. My name Peter Haugan and I am honored to be given the opportunity to briefly address this Commission in my capacity as Chair of the Intergovernmental Oceanographic Commission of UNESCO. I would like to first of all thank the External Auditor and his team for the extremely constructive approach and high quality of delivered work. I know the IOC Secretariat appreciated it and I can personally subscribe to their view, having been interviewed in the course of the process, along with some of my fellow IOC Officers and Member State representatives. Our Commissions work is shaped by significant developments in global environmental governance, which in 2014 and 2015 resulted in four key frameworks. These are: The Paris Agreement at COP-21, the Sendai Framework for Disaster Risk Reduction, the SIDS Samoa Pathway and, of course Agenda 2030 and its Sustainable Development Goals, including the stand-alone SDG 14 for the Ocean. In all of these, ocean issues have been highly visible and sensitive. To a certain extent, these years offered for the IOC of UNESCO a hard test of its relevance, impact and stability. It is a test we passed - convincingly showing that IOC has been on the right path to contributing ocean-related solutions to major challenges of our time, along with a growing sustained contribution through ocean services to the development of the ocean economy. However, shortage of resources affects IOC visibility puts at risk its sustainability and capacity to successfully deliver on all of the demands Member States place on the IOC. The External Auditor is entirely right in his observation that the IOC is at a crossroads: The oceans are more relevant than ever to sustainable development and stewardship of our planet; disaster risk reduction; the development goals of the small islands - large ocean states; and for dealing with the global and local challenges driven by climate change. The IOC comes from a strong base of comparative advantage and solid programmes that have strong backing of and leverage a large investment by our 148 Member States, and create value for all. We invested so much effort in interagency coordination starting with Rio+20 and leading to the stand-alone ocean sustainable development goal, we finally see the role of the ocean as formally acknowledged in the climate regime in the Paris agreement, and should not now deny ourselves the opportunity to meaningfully engage due to shortage of resources. A lot of work is ahead of us and the 29th session of the IOC Assembly in June 2017 will be making a number of significant strategic decisions. The audit findings will contribute to this process as they support our reflection on the areas where improvement is desirable. I will take the liberty to quote the audit report again and thank the auditors for pointing out that these findings should not give rise to underrating the generally good, even very good, image of IOC in the eyes of the Member States, or the impact of the budgetary crisis on its operations. Some recommendations concern issues of compliance and administrative efficiencies that, I am certain, will be duly taken on board and addressed by the Secretariat. Some others are more strategic and concern various areas of programme and governance, and as such will require attention of Member States of the Commission. These strategic issues will be reviewed in-depth by the IOC Assembly in 2017, consistently with the IOCs functional autonomy. In this regard, I would like to assure this Board that the IOC accepts this task with the attention that it deserves and the Assembly will provide its guidance to the Secretariat so as to allow them to implement and report back to you on progress achieved in due course.  The table shows staff expected to be paid with funds that transit through IOCs budgetary flow.     Restricted Distribution IOC-XXIX/2 Annex 3 Paris, 13 June 2017 Original: English INTERGOVERNMENTAL OCEANOGRAPHIC COMMISSION (of UNESCO) Twenty-ninth Session of the Assembly UNESCO, Paris, 2129 June 2017 Items 3.2.2 and 11.1 of the Provisional Agenda AUDIT OF IOC by external auditor of UNESCO: draft implementation plan IOC-XXIX/2 Annex 3 IOC-XXIX/2 Annex 3 IOC-XXIX/2 Annex 3 IOC-XXIX/2 Annex 3 page PAGE \* MERGEFORMAT6 IOC-XXIX/2 Annex 3 page PAGE \* MERGEFORMAT5 IOC-XXIX/2 Annex 3 page PAGE \* MERGEFORMAT4 200 EX/20 Part II Rev. Annex II page 2 200 EX/20 Part II Rev. Annex II 200 EX/20 Part II Rev. Annex II page 4 200 EX/20 Part II Rev. Annex II page 9 200 EX/20 Part II Rev. 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