Thèmes - Workload
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|A/60/433||5.The Advisory Committee takes note of the information provided on the findings of a departmental task force which was set up to review workload standards (A/60/93, paras. 60-62). As indicated in paragraph 62 of the report, the task force concluded that "the existing workload standards should be supplemented by an array of management data along the lines of the â€˜balanced scorecardâ€™ widely used in both public and private institutions so as to provide a broader picture of the Departmentâ€™s performance from a full-system perspective". The Committee considers this statement exceedingly vague, especially given the specific request by the General Assembly in its resolution 59/265 that the Secretary-General pursue the study of workload standards and performance measurement, in both qualitative and qualitative terms, with a view to submitting to the Assembly a proposal for a comprehensive methodology for performance measurement and management from a full-system perspective. The "balanced scorecard" approach, if it is to be used, should be expanded and elaborated upon and reported to the Assembly as soon as possible. The Committee has commented on this issue in some detail in its first report on the proposed programme budget for the biennium 2006-2007 (see A/60/7, paras. I.48 and I.49).||2005|
|A/60/597||29.While the Advisory Committee shares the view of the Secretary-General that it would not be advisable to set rigid organizational standards or benchmarks for staffing ratios (see A/60/572/Add.4, para. 66), the Committee trusts that information on staffing ratios will be maintained, refined and used as a tool in management analysis and reporting. The Committee reiterates its view that appropriate mechanisms should be developed that could better and more precisely measure the impact of technological innovations on workload of staff and on work processes; this should allow the Organization to increasingly meet new challenges through effective use of redeployment of human and financial resources.||2005|
|A/60/7/Add.13||22.The Advisory Committee points out that it is not possible at this juncture to predict the workload of the ethics office. The Committee was informed that the major work of the financial disclosure programme would be outsourced to ensure an independent review, leaving the administration of the programme to the ethics office itself. This approach is analogous to that adopted by other international institutions, including the World Bank, to ensure privacy and the independence of the review. The Committee was informed that the estimate involved start-up costs, which would decrease over time as the electronic system became fully operational and as staff became more aware of their obligations and more familiar with the filing system. Similarly, work involving standard-setting would logically be labour-intensive in the beginning and could taper off once standards were developed, supplemented or properly explained to staff and ethics training programmes had been put in place.||2005|