Rapports
par session de l'AG 67^e Session 66^e Session 65^e Session 64^e Session 63^e Session 62^e Session 61^e Session 60^e Session 59^e Session 58^e Session 57^e Session 56^e Session 55^e Session 54^e Session 53^e Session 52^e Session 51^e Session 50^e Session 49^e Session 48^e Session 47^e Session 46^e Session 44^e Session 43^e Session

Autres documents
du CCABQ 2013 2012 2011 2010 2009 2008 2007 2006 2005 2004 2003 2002 2001 2000 1999 1998 1997 1996 1995 1994 1993 1992 1991 1989 1988

Rapports et documents
du CCABQ par sujet Budget-programme (intégralité) Budget-programme (sections) Maintien de la paix Questions communes Autres points

Extraits de rapports Extraits par thèmes

Cote	Thèmes	Année
A/59/446	32. Moreover, despite the reference in the Secretary-General’s report to the need for updated conditions of service, the Committee is not satisfied with the treatment of conditions of service of staff in the field, where there are significant differences between those provided for the United Nations staff and those of funds and programmes. According to the proposals of the Secretary-General made in recent reports in peacekeeping operations, the second Deputy Special Representative of the Secretary-General (humanitarian and development coordination) is usually the resident representative of the United Nations Development Programme (UNDP), ensuring an integrated and coordinated approach to the mission. This would mean that his staff would be working, in many cases, side by side with field staff employed by the Department of Peacekeeping Operations in the mission. Current proposals do not address the inequities that would exist with two different sets of conditions for staff performing similar functions in the same office. 35. …In the opinion of the Advisory Committee, the disparity of conditions of service in the field is a matter of great importance affecting not only the morale of serving staff but also the ability of the Organization to attract and retain the most experienced and skilled staff. The common system approach in this area should be referred, as a matter of urgency, to the International Civil Service Commission. Option 1 48. The General Assembly could endorse the Secretary-General’s proposal (A/59/291, section VII), to use the 100 series of the Staff Rules for the appointment of staff in field missions for periods of six months or longer, for functions for which there is a continuing requirement. Such a course of action would recognize that many staff had already been converted, as mentioned in paragraph 37 above, and would have the advantage of speed. 49. However, it should be pointed out that such a conversion would require adjustments and refinements as it is being implemented since, in the opinion of the Committee, the wholesale incorporation into the 100 series will inevitably lead to complications that have not yet been foreseen. Among these, for example, are the lack of transparency that would result from attempting to cover a wide variety of different categories of staff (national, mission-specific international, international) under one set of regulations. In addition, there are other potential complications that may have to be addressed as the new procedures are being implemented, for example, the disparities in conditions of service between United Nations field staff and those of funds and programmes (para. 32 above), the career aspirations of national staff (para. 42 above), and problems that may eventually arise when some 100 series staff are required to reapply at the end of each mission, while others, outposted from Headquarters, are guaranteed reabsorption upon completion of their field assignment. 50. If this proposal is accepted, great care should be taken to convert only those whose continued service is essential at the mission in which they serve. These staff should have a demonstrated superior ability to meet the requirements for skills and expertise, taking into account the overall needs of the Organization in terms of numbers and skills. Option 2 51. The General Assembly could recognize that a piecemeal, ad hoc approach is not appropriate in dealing with such a significant number of staff performing a major activity of the Organization — a total of 6,082 currently holding appointments of limited duration as indicated above. Recognizing that a “one size fits all� approach is not transparent, and may only lead to difficulties in implementation, time should be allowed to develop an innovative and comprehensive system incorporating features of both the present 100 and 300 systems. The new system would also incorporate the further work to be done by the Secretariat on improving equity in the conditions of service among field staff (see para. 35 above) as well as what may emerge from the involvement of the International Civil Service Commission. The financial implications should also be clearly spelled out. This system would thus be uniquely suited to the needs of the field staff supporting peacekeeping operations as well as the requirements of the Organization in this area both now and for the long term. 52. Until this has been developed, and subject to the considerations in paragraph 41 above, current arrangements contemplated by the Secretary-General could be applied to currently serving international staff as an interim measure in order to solve the immediate problem of the international staff who are now nearing completion of the four-year ceiling. When a comprehensive system for a “cadre of highly mobile, experienced, trained and multi-skilled civilian peacekeepers in a variety of occupational fields� (see para. 30 above) is developed, proposals could also be put forward as to how it should be referred to.	2004