Thèmes - Duplication
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|A/60/418||11.In the opinion of the Advisory Committee, the report of the Secretary-General contained in document A/60/342 merely provides a snapshot of the current status of some of the issues identified by the Office of Internal Oversight Services, but does not present a time-bound plan. More importantly, the report does not set out how the Administration proposes to go about implementing an Organization-wide approach to overcoming duplication, nor does the report set out a mechanism for reviewing working practices and procedures. Information technology is not a solution by itself, but it can serve as a tool for the improvement of administrative processes, procedures and efficiency.||2005|
|A/60/7/Add.2||14.The Advisory Committee has consistently urged improved efficiency and cost-effectiveness as well as the streamlining of administrative processes and the greater use of information and communication technologies to automate repetitive tasks. The Office of Internal Oversight Services has also made recommendations for the development of a time-bound plan for reducing duplication, complexity and bureaucracy in administrative processes and procedures (A/58/211, sect. VI). The Advisory Committee is convinced that there remains a great potential for improving productivity, thus releasing considerable resources that could be used more effectively on programme activities.||2005|
10. As regards the support and management of field operations, the Advisory Committee draws attention to the parallel structures that exist in the Department of Peacekeeping Operations and the Department of Political Affairs. Both Departments can be assigned as lead departments for the political and substantive operations of field missions. Consequently, there may be duplication and overlap of functions such as planning for the establishment of new field missions and provision of political and substantive direction. Furthermore, the basis upon which lead responsibility for a particular mission is assigned to the Department of Peacekeeping Operations or to the Department of Political Affairs is not clear. In this connection, the Committee recalls that in its audit of the management of special political missions by the Department of Political Affairs (A/61/357), the Office of Internal Oversight Services (OIOS) pointed out that there were no clear criteria or transparent decision-making mechanisms to determine the lead department for special political missions, and that such a situation increased the risk of misunderstanding among the parties involved concerning their roles and responsibilities.