STU/66th Council/14/021
24 October 2014

Document 195 EX/5: Follow-up to decisions and resolutions adopted by the Executive Board and the General Conference
at their previous sessions

Part V: Human resources issues

Oral intervention of the UNESCO Staff Union (STU), 23 October 2014

B. Use of consultant contracts in 2013 and the implementation of the revised policy on individual consultants and other specialists

STU notes a flagrant increase in the use of consultants in 2013 primarily in the Culture, Sciences and Communication and Information Sectors, which were the most affected by restructuring and post abolition. It is important that the skills required are first sought internally before any experts are hired.

The measures taken to strengthen monitoring of competitive bidding, duration and threshold of remuneration must be reinforced. Wherever possible, the Organization should consider other means to achieve its objectives and expected results, based primarily on existing staff , and explore the possibility of creating posts by using existing skills and/or training.

The breakdown of the geographical distribution of consultants by regional group (Table 10) shows a major imbalance in favour of Group I (59% of the total) in 2013, both at Headquarters (59%) and in the field (21%). This imbalance in the geographical distribution of consultants is inconsistent with the Organization’s best interests.

Lastly, the recruitment of former or recently retired staff as consultants is not acceptable to STU. Knowledge should be transferred prior to the separation of staff.

C. State of the Medical Benefits Fund (MBF) (Follow-up to 37 C/Resolution 85)

It would appear to the STU that no real measures were undertaken to address the deficits. Instead, the Administration commissioned more than 5 studies, few of which appeared to be appropriate, relevant or to show any understanding of the MBF. The last of these recommended a change in the governance structure, in order to strengthen the MBF's financial sustainability. If the Directors-General have been reluctant over the years to take the essential financial measures to strengthen the MBF's financial sustainability, a change in the governance structure will certainly not accomplish that.

The External Auditor takes exception to the laissez-faire approach of the Administration, noting that the MBF's reserve in 2013, at only 12 months of real claims expenditure was still below the requirement of 15-18 months, and that although the increase in 2012 had stabilized the short-term financial situation, "there is a material risk that the MBF will slip back into deficit in the medium term".

Taking all these factors into consideration, the STU urges the Executive Board to recommend a change in the MBF cost-sharing formula to 60:40.

Concerning the MBF governance , STU is worried by the perennial neglect of the Administration. Indeed, there has been no meeting of the Board of Management since October 2013. The Extraordinary General Assembly of Participants of 4 September 2013 remains adjourned, there has been no meeting of the annual General Assembly of Participants, nor have there been elections to the Board of Management which were due in September 2014. It's urgent that the Administration takes action on this matter, and informs the participants, joint owners of MBF.

A. Geographical distribution and gender balance of the staff of the Secretariat

At last, the STU asks the Director-General to improve geographical representation in Secretariat positions at all levels, in particular for those countries which are non-represented or under-represented, and to improve gender parity in particular at senior and director grades, while recalling that appointments are first and foremost made on the basis of competence and merit.

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