Showing posts with label dimitri samaras. Show all posts
Showing posts with label dimitri samaras. Show all posts

Wednesday, January 30, 2013

"No Confidence" vote for Ban Ki-moon and the only reason was: "he and his wife spend too much in air fares" ! While at UNDP: Samaras seem to be OK with moving Bratislava Centre to Turkey

In the looser world of UN's Staff Union, the only thing wrong with the current secretary general (Ban Ki-moon) is:

Aware that the travel costs of the Secretary-General and his entourage, including his spouse, constitute a significant expense to the Organization;

That's the only thing the leadership of Staff Union, who scratches their scrotum all day and get paid for doing nothing, (& never-ever defended any staff) could think as problematic with the dysfunctional United Nations system !

And here is their ridiculous, useless Staff Resolution :

Click here to read this @ InnerCityPress: http://www.innercitypress.com/ban1noconreso012413.pdf

Click here to read this @ InnerCityPress: http://www.innercitypress.com/ban1noconreso012413.pdf

Ah..and for the UNDP audience, this is what's coming your way:

"We estimate that a US$50 million dollar cut from previously planned spending will be needed this year to keep UNDP’s core liquidity balance at a minimum of three months at the end of the year.” Click here for this

Let's see what UNDP's own staff council will say about this...since it seems that they failed to protect the Bratislava staffers from loosing their jobs who are due to be transferred to Turkey.

Many say that Dimitri Samaras (a Greek) has agreed with the Turkish ASG of RBEC about the move.

In case you want to say smth about contact the Staff Council these are your representatives:






Wednesday, July 8, 2009

North Korea Cuts Off More U.N. Relief as Nation Starves

FOXNews.com

Tuesday , July 07, 2009

By George Russell

FC1


Alongside its military posturing, North Korea's bellicose dictatorship is continuing to put new restrictions on United Nations relief organizations operating in the country, which are the main lifeline for its starving population — a fact that apparently leaves the Kim Jong Il regime unmoved.

A spokesman for the World Food program has confirmed to FOX News that on July 3, the emergency relief organization was ordered to limit food deliveries to 57 of the 131 North Korean counties it previously served. At the same time, the agency was told that it must give seven days' notice of visits to oversee food deliveries at all of its relief sites — a sharp change from the one-day notice previously required under a deal to retain U.S. support for North Korean relief efforts. As a result, the spokesman said, WFP is "reviewing the current terms and conditions for our work" in North Korea, "to ensure that our work and our accountability is not compromised."

Additional constraints were also slapped on the child relief organization UNICEF in June, according to a spokesman, Chris de Bono. He told FOX News that the regime banned UNICEF from operating in its northerly Ryanggan province, which borders China, and is one of the impoverished country's poorest areas. UNICEF still operates in 56 other counties across North Korea.

The restrictions make even more dire the food situation in a country where starvation and malnutrition are widespread, even as the Kim regime continues to set off atomic blasts and fire missiles in the direction of Japan and Hawaii.

Furthermore, they once again raise questions about the U.N.'s ability to monitor whatever relief activities that remain in the country. UNICEF's spokesman told FOX News that only WFP had won the right to 24-hour notification for inspection visits, and that all other U.N. institutions in North Korea have operated with the one-week request limit as a matter of course.

UNICEF has ten international staff and 20 local staffers in North Korea. None of the international staff speak Korean. The agency is budgeted to spend $13 million a year on North Korean operations, principally on food for infants, children and pregnant women, along with emergency vaccination programs, essential medicines and clean water supplies.

But nowhere near that amount of money from international donors is currently available. According to its Web site, UNICEF has received only 10 percent of the total, or about $1.3 million, undoubtedly a result of the North Korean regime's aggressive pursuit of nuclear weapons. Unless more money is received soon, the UNICEF spokesman said, "it will be difficult to maintain the current level of operations and this will have serious negative consequences for children and other vulnerable people."

The same funding shortfall applies to the World Food Program, which told FOX News a month ago that donor nations had provided only $75.4 million toward a 2009 goal of $503 million for North Korea, with more than half of that amount — $38.8 million — food aid that was not delivered in 2008.

The only other U.N. agency that has significant operations in North Korea, the United Nations Population Fund, reports that it has received no curtailment in its activities, but it only operates in 11 North Korean counties. It was slated to spend roughly $8.3 million in North Korea between 2007 and 2009, chiefly for birth control and other forms of "reproductive health" and for helping the regime collect population statistics.

Nonetheless, a big question mark still hangs over the North Korean operations of the United Nations Development Program, the U.N.'s major anti-poverty agency, which suspended operations in North Korea in 2007 in the wake of revelations from an independent inquiry that it had wrongfully provided millions in hard currency to the North Korean regime, ignored U.N. Security Council sanctions in passing on dual-use equipment that could conceivably be used in the country's nuclear program, and allowed North Korean government employees to fill key positions.

Click here to read the FOX News story on the report.

The North Korea case also led to a major crisis of the United Nations' whistleblower protection system, after UNDP refused to follow the recommendations of the U.N.'s chief ethics officer, Robert Benson, and pay a penalty for violating the rights of a UNDP whistleblower who brought UNDP's North Korean rulebreaking to light. UNDP has not changed its position.

Click here to read the story on the ethics office decision.

UNDP's governing executive board voted last January to allow the agency to return to North Korea, providing that it corrected its previous abuses and win North Korean agreement. A UNICEF spokesman was quoted last month as saying that two UNDP staffers were in Pyongyang, working on reopening UNDP's office.

Queried by FOX News, a UNDP spokesman revealed that one UNDP staffer was currently in North Korea "in temporary premises." The main focus of UNDP activity was indeed on renovating its office building, which "is in a state of disrepair following two years of non-use."

UNDP's actual operations in North Korea, however, "have yet to resume," the spokesman said. "We are monitoring the situation carefully," he added. "Full operational capability is not expected for some time to come."

That said, the spokesman underlined that the latest Security Council resolutions imposing additional sanctions on North Korea for its nuclear brinkmanship "exempts humanitarian and developmental activities which affect civilian populations."

George Russell is executive editor of FOX News.

Thursday, November 27, 2008

UN Board of Auditors confirm that Krishan Batra of UNDP Procurement issued contracts to individuals and entities in the terrorist list of the UN

Security Council resolution 1267 (1999)

233. The committee established pursuant to paragraph 6 of Security Council resolution 1267 (1999) oversees the implementation by Member States of the sanctions imposed by the Security Council on individuals and entities belonging or
related to prohibited organizations, and maintains a list of individuals and entities in that respect.

234. The UNDP Contract Asset and Procurement Management User Guide (sect. E, 4.0) requires all procurement officials to verify entities with which business is conducted “against the United Nations Security Council 1267 Committee’s list of
terrorists and terrorist financiers”.

235. The Board noted during its audit visits to country offices that no controls were in place to ascertain compliance with Security Council resolution 1267 (1999) and the requirements of the UNDP Contract Asset and Procurement Management User
Guide prior to the appointment of suppliers.

236. The Board recommends that UNDP, prior to dealing with prospective vendors, ensure that they are not listed on the Security Council list of prohibited suppliers.

Monday, October 27, 2008

Statement by CCISUA at HLCM

Ladies and Gentlemen, let me begin by thanking HLCM on behalf of CCISUA for the opportunity to again address you and share with you some of the thoughts and concerns of the members of CCISUA with regard to some of the items on your agenda.


Our primary concern, as it has been for some time, is also the first issue on your agenda: Staff security.


Let me begin by a quote that might sound familiar to you:


"A major deficiency identified by the Panel is the lack of accountability for the decisions and positions taken by UN managers with regard to the security of UN staff. The United Nations needs a new culture of accountability in security management. Personal accountability of those entrusted with the safety of personnel as well as all staff in the field for their compliance with security rules should be paramount [...]"


It may surprise you that this quote does not come from the IPSS—or Brahimi—report, but rather from the Report of the Independent Panel on the Safety and Security of UN Personnel in Iraq, following the Canal Hotel bombing in 2003. It is clear from the above, and the similarity it bears with the content of the Brahimi Report, that the recommendations made in 2003 were not given due regard. While we are pleased to see the establishment of a steering group to come up with proposals to turn the IASMN, Brahimi and other recommendations into an action plan (in which CCISUA will participate), what the staff are really waiting for is concrete action and results.


We acknowledge the work already done by IASMN and the HR Network in following up on the Brahimi report. We note, however, the number of instances where the main recommendations consist of adding posts. We have already spoken strongly of our belief that more resources should be targeted to the area of security, and we hope that the gentlemen and ladies of the General Assembly, the Fifth Committee, the ACABQ, and various governing boards will see fit to make the necessary human and financial investment to ensure we can do their work in safety. Nonetheless we also have to prepare for them to act in the normal manner. Our only plan cannot be more posts or resources. Let me reiterate: we fully support the plan. But we have been here before. If we do not get the posts we are looking for, the next time there is an attack we will say, well, we did ask and we did not get, so it is not our fault. But our colleagues will still be injured or dead.


So we would like to urge a return to the basics: accountability; communication; responsibility; risk assessment; public relations; equity; and justice. The Brahimi report said nothing we did not already know as staff, and echoed what our members have been saying ad nauseam in every forum to every responsible party in the UN for years. We addressed the issue of security the last two times we spoke to the HLCM, and we have a detailed joint statement with FICSA attached to the IASMN report. Here are some basic reminders of our concerns:


  • The unequal treatment of national staff and the lack of protection at the time of evacuation.
  • Lack of MOSS compliance in some offices, especially those away from country capitals.
  • The need to determine whether common premises afford better protection or make UN offices easier targets.
  • The pressure placed on staff by high stress environments, and the need for increased stress counseling capacity.
  • The need for the UN to be more insistent that governments protect UN staff and that those who target the UN should be brought to justice.
  • The need for the UN to accept its responsibility as employer, while putting pressure on host governments to recognize their responsibilities under the Charter and other agreements.
  • Improper use of contracts, unfairly placing the security burden on employees rather than the Organization
  • The need to recognize the added risk for female staff in countries where women's rights are not fully respected.
  • Involvement of staff representatives in the security fora


The time for statements has passed.


We look forward to working creatively on the steering group and individually with our various management bodies on credible, realistic actions to create a safe environment and a real culture of security and accountability in the United Nations.


We will touch briefly on some of the other items on the HLCM agenda:


  • Professional salaries in Europeand elsewhere. We support the paper presented by IAEA and express our disappointment that the ICSC was unable to come up with a fix for the erosion of salaries consequent on the falling value of the US dollar. We urge a quick resolution to this grave problem affecting staff worldwide. In the worst case situation of the ICSC not providing a solution, we urge the SG to use his power, in accordance with the Staff Regulations and Rules, to revise post adjustment levels to ensure equitable buying power and prevent further erosion of salaries and benefits among staff. But this would only be a temporary fix. What is needed is for the ICSC first to recognize that there is a problem and then to change its criteria for setting the out-of-area factor. The current rates do not reflect reality and do not serve the purpose of maintaining stability.
  • The ICSC retention survey notwithstanding, we have widespread reports that the administration is experiencing difficulty in recruiting staff in the Euro zone, because salaries are no longer competitive. And this is not just in the Euro zone—IP and even local salaries are uncompetitive throughout much of the world including the 86 countries now listed by the World Bank as middle income countries. When you add the insecurity factor, it is no wonder we are becoming a less and less attractive employer. If staff are going to be working in unsafe conditions, they must at least be adequately compensated for having the courage to sign on in the first place.
  • RIAS & the UN-wide Evaluation System: In the areas of both audit and evaluation, we support the move to professionalize and harmonize these functions across the UN and, in light of many scandals over the years, believe these functions should report to the governing boards rather than to the executive heads of our various organizations.
  • Senior Leadership training: We fully support senior leadership development, hoping that eventually the lacunae in leadership which staff have identified and deplored over the years will be addressed. We welcome the progress made and urge that additional resources be diverted to this worthy initiative. As we noted last year, we believe it should also be open to the heads of staff unions and associations who are in full-time release, because, with over 1000 staff to manage, they fit the profile of senior leaders.
  • HR Network report: We note that the report of the HR Network mentions in detail the difficulty with release of the FICSA head. We assure you that other Federations have the same problem and believe that the release of the staff federation head, through the organization of the head or through cost-sharing, should become the practice in the United Nations.
  • ICSC Survey: We welcome the survey and congratulate the ICSC for its initiative. We look forward to being able to do a “deep dive” into the data, and would therefore suggest that this be made available to all, including the Federations, to allow us to derive the maximum benefit from such a laudable undertaking.
  • Harmonization of Business Practices: We believe the harmonization of business practices across the UN will be a critical step in enhancing mobility of staff among the agencies and organizations that make up the system. We hope that this will be followed by harmonization in other areas: human resource practices; application of the staff rules; job descriptions; and contractual modalities.
  • UN Cares: UN Cares is another worthy initiative which we fully support. The success so far has been outstanding, due to the excellent cooperation and cost-sharing among agencies. We hope this example is followed in other areas—including the release of Federation heads!


This has been a long statement, due to the fact that we, the Federations, are not invited to the rest of this discussion, and we therefore have to cram as much as we can into this “dialogue”. Ladies and gentlemen, it is full time for HLCM to change the way it operates. Contrary to conventional wisdom, staff representatives are not the enemy of management. When staff representation works well—and it can work well; we can give some examples—the staff body becomes an invaluable partner in helping in the smooth running of the Organization and organizations which we represent. Start here. Normally this item on the agenda is called a “dialogue” with the staff federations. But normally members of this Committee have nothing to say to us or to ask of us. Our friends from FICSA travel across the Atlantic to give a statement here, and when HLCM is not in NY the others of make the same trek. This is not a good use of the Organization’s resources. There is no such thing as a one sided dialogue. A monologue is conducive neither to good understanding nor to good relations.


I thank you.

FICSA statement at HLCM

Statement by FICSA


Ms. Chairlady and esteemed representatives of the HLCM,


FICSA appreciates the opportunity to address the High-Level Committee on Management under the item “Dialogue with Staff Representatives.”


Today I would like to address three subjects. The first is enhancing staff-management relations and staff representation in the UN system, the second is staff security and I would like to finalize by briefly sharing some of our views on the work carried out by ICSC this year.


Enhancing staff-management relations and staff representation in the UN common system


Earlier this year, FICSA met for the first time with the UN Secretary-General and found the discussion and exchange of views very useful. The value of this meeting only accentuated the regret in the inability to arrange for it earlier. During that meeting, FICSA expressed its appreciation for the remarks in the text version of the Secretary-General’s opening address of the 29th SMCC meeting in support of strengthening staff-management relations. The Federation strongly shared his expressed view that effective, open and meaningful staff management relations were essential to the success of the UN common system and would have a positive impact on the ability of the organizations to serve the Member States and to create a better world. FICSA agreed fully with the statement of the Secretary-General that the UN needed a new mindset.


Since 2000, eight years now, FICSA has been attempting to work with both HLCM and the HR Network to strengthen staff-management relations and staff representation in the UN common system. At the request of HLCM in 2002, FICSA provided information to the Committee and to the Network on the subject of release, facilities and funding provided to its members by their respective administrations. It was clear from that information that few organizations complied fully with the guidelines originally set out by CCAQ in 1982. Nor have organizations fully respected the Framework for Human Resources Management which calls for “communication, participation, transparency and teamwork”. In a number of organizations, the present climate does not enable or empower staff representatives and, even when the executive head may wish to empower staff, the message does not seem to reach other levels of management.


The subject of staff-management relations was continued at the 16th session of the HR Network in July of this year. However, because of its urgency, the discussion was limited to the question of arranging and financing the release of the FICSA President and General Secretary and deciding once and for all whether the organizations still approved of their 1982 agreement to include the option to share the costs for the release to serve FICSA. The Network decided that cost sharing was not a valid option and that each organization should finance the

release of the FICSA President and General Secretary when a staff member from their organization is elected to one of those positions. The Network further agreed that this arrangement should also apply to CCISUA and UNISERV. The implication of this decision is that each organization will need to budget for the eventual release of one of its staff members to serve as an elected officer in a staff federation.

However, all of the other issues that had been identified in a videoconference organized by the Network in 2005 were left unaddressed. The list was already presented to HLCM in 2005 (document CEB/2005/HLCM/30) but worth repeating here:


· Funding/financing

o Particularly financing of participation in meetings by staff representative bodies

· Communication

o Including identifying best medium to communicate on relevant issues

· Training

o Including training in conflict resolution for elected staff representatives

· Headquarters and field

o Including the importance of making a distinction between the role of staff representation at the local and inter-agency level

· Terms of office of staff representatives/bodies

o Including role of staff representatives in various internal processes, such as recruitment, management of grievances

· Release/official time for staff representatives

· Importance of recognizing the particular situation in each organization

· Role of staff representation in the common system

· Ways to enhance staff morale.


At the 67th session of ICSC last July, under the item “Alignment of the budget with strategic plans”, FICSA raised the subject of financing the staff federations’ participation in inter-agency meetings and requested ICSC to include the participation of staff representatives in its own budget. The Commission stated that “it would be more appropriate for any request of that type to be made through the HR Network to the HLCM of CEB”. One of the participants at the 16th Session of the HR Network suggested that FICSA approach ACABQ.


This situation can most politely be described as “being given the run-around”. FICSA has worked in good faith with all of the inter-agency bodies involved and has delivered all of the information that has been requested. However, our requests have been bounced from one body to another without any decisions having been taken. It would seem to us that it is time to get serious, to give credence to the words of the Secretary-General and to work together to improve staff-management relations and staff representation.


Indeed, the implementation of the objectives of the Member States cannot be done without staff, and therefore we cannot continue to ignore the real issues of staff-management relations and staff representation which, if addressed properly, will make organizations more effective.

To that end, FICSA would like to reiterate its request for a working group on enhancing staff-management relations and staff representation within the common system, which will be responsible for addressing the above mentioned list of items that were identified in 2005. We need to come to a common understanding and appreciation of the important role played by staff representatives in our organizations, and to develop ways to facilitate their work, recognize their competencies and contributions and empower all staff to play a larger role in decisions that are made about their working life. Over the next few years, many of the older generation will be leaving service for retirement. If our organizations hope to attract competent, qualified and capable younger people, they will need a new mindset, just as the Secretary-General said. One of the most important tools to recruit and retain a new generation of international civil servants is effective staff-management relations and

staff representation.


Let us not delay any longer. FICSA asks your strong commitment and firm support for a working group to enhance staff-management relations and staff representation.


Security issues


I would now like to present the Federation’s views on security issues. First of all, FICSA would like to acknowledge the work of Sir David Veness, Under-Secretary-General of the UN Department on Safety and Security, and to express the Federation’s regret at his resignation. Needless to remind the Committee that Sir Veness’ predecessor similarly resigned following the Canal Hotel bombing in 2003? When meeting with the Secretary-General, FICSA asked him whether staff should expect that every time that there is a tragedy on the scale of Iraq or Algeria, the Head of DSS would resign. This does not give staff much confidence in the security management system. While such events certainly warrant a closer examination of the way in which security is managed in the UN system, they most importantly provide an opportunity for a close examination of those responsible for managing the system.


The recent report of the Independent Panel on the Safety and Security of UN Personnel and Premises Worldwide mentions that the CEB should provide regular guidance and leadership of the security management system. At the same time, the report also argues for solidifying the role of the Department of Safety and Security and the Under-Secretary-General of DSS should have additional authority over security issues in the UN common system.


FICSA is of the view that the respective roles of the CEB and DSS need to be clarified when it comes to ownership and governance of the UN security management system. There seems to be too many layers and too many players, which not only makes it difficult to get to the root of any problem but also make it difficult to determine accountability. There should be no room for ambiguity when it is a question of saving lives and keeping staff safe.


Paragraph 109 of the Panel’s report cites the “open conflict between DSS executive managers over a number of significant issues”. While dealing with the security of our colleagues, there is no room for such conflicts and this is an area in which all staff should be working together for the same unquestioning goal.


FICSA reminded the Secretary-General that it is not only the internal functioning of the UN security management system that needs to be reformed but that more must also be done to hold Member States accountable for the protective measures provided to UN staff and premises. Member States have the responsibility for ensuring the safety and security of UN staff and operations in their own country. It is the

Member States who mandate the UN and its staff to carry out their work, often in dangerous and insecure locations.


FICSA hopes that the report of the Independent Panel on Safety and Security of UN Personnel and Premises Worldwide will be followed by changes which will lead the UN common system to a more secure workplace all over the world, and to that end FICSA welcomes the establishment of the Steering Committee.


ICSC 2008


I would like to close by making a few remarks about the decisions, recommendations and functioning of the ICSC this past year. The Federation’s first comment concerns the global staff survey that was carried out by ICSC alone to help in assessing the effectiveness and impact of recruitment and retention measures at difficult duty stations. Based on the data collected by ICSC, the Commission concluded that, although United Nations organizations did not seem to have significant recruitment or retention problems in general, there appeared to be problems in certain occupational groups and areas of specialization. In addition, there may be problems in the quality of staff hired in almost 25 per cent of the cases. The projections of the future supply and composition of the global labour market indicate that the general situation may well get worse, and that the specific issue of specialized talent will only get more acute. It would therefore be prudent for the organizations of the United Nations common system, in collaboration with the staff representatives, to begin taking strategic steps to mitigate these trends, in addition to addressing the immediate problems.


While the Federation welcomes the attention to staff views on recruitment and retention, it is not yet convinced that the response rate to the survey was high enough to conclude that the UN organizations do not seem to have significant recruitment and retention problems. In fact, FICSA is of the opinion that the analysis of the survey results might give the wrong message to the Member States and that, as the

Commission states in its Annual Report, it would be best to exercise some caution in drawing final conclusions from the initial analysis. FICSA would like to ask the organizations to bear this caution in mind in their discussions on this subject with Member States representatives, and would like to reiterate its availability to contribute to the development of staff surveys in the areas of competence of FICSA.


Our second comment is more general and concerns the overall atmosphere at the Commission’s sessions in 2008. The summer session of the Commission was particularly tough, due primarily to two contentious issues: the review of the education grant methodology and the review of the children’s and secondary dependant’s allowances. FICSA was pleased with the outcome of the session concerning the review of the education grant methodology, but regretted the Commission’s decision not to grant a 100 per cent transitional measure to compensate for the new lower rates for the dependency allowances in several duty stations. The discussions on the education grant led FICSA to question whether the Commission has the best interests of the organizations and the staff at heart.


On a more positive note, FICSA is pleased to report that it worked closely with the representatives of the HR Network, especially on the issue of the review of the education grant methodology. We hope that this return to a more collegial working relationship with the HR Network will continue and will be strengthened even in issues in which the views differ.


This concludes the Federation’s remarks, which we hope will provide ample substance for the dialogue with HLCM and I would like to thank you for your attention.

Wednesday, September 24, 2008

Another UNDP Procurement fiasco at Malawi electoral body

Nyasa Times - Malawi breaking news

Massive procurement fiasco is bedeviling the Malawi Electorate Commission (MEC) which prompted  UNDP to suspend further disbursement of funds to the electoral body under the US$28 million "Support to Electoral Reform and Elections in Malawi Programme", Nyasa Times has gathered.

Under the agreement which was signed in May 2008 between the Government of Malawi, MEC and UNDP focusing on strengthening management and technical capacity of MEC to conduct credible elections on 19th May 2009, the $28 million through the MEC Trust Fund comprises $14 million from donors (DfID-UK, EU, GTZ-Germany, Irish Aid, Norway, USAID) $1 million from UNDP and $13 million from Government of Malawi. 

UNDP conducted as assessment of MEC's capacity in the areas of financial accountability and procurement systems with a view to determining both the cash transfer modality and the scope of support needed if MEC was to be able to meet both its immediate and longer term responsibilities.

MEC was rated as "significant risk" in terms of its previous record in misappropriating donor funds. As a result, it was agreed that UNDP would use the direct payment modality - i.e. that MEC's contractors and suppliers are paid directly by UNDP.

The procurement saga in question relates to the procurement of election materials in particular the purchase of voter registration equipment like cameras, transformers and other gadgets which are now breaking down and threatening to impact negatively on the preparation for the 2009 general elections.

Nyasa Times understands that the tender of $75,000 was fraudulently awarded to an Australian company through the influence of Frank Vassallo, the Chief Elections Consultant at MEC, who is himself an Australian.

“There is strong evidence linking Vassallo to this bogus company which was specifically formed in readiness for this tender. In fact one of the companies that bid for the tender lodged a formal complaint regarding the fact that the Australian company lacked a track record in the supply of registration equipment but this was ignored by the Commissioners through the advice of Vassallo who is himself an interested party,” said a source in the Commission. 

The Commissioner told Nyasa Times that the cameras, transformers and other voter registration technology that were supplied are “very cheap” and “of very poor quality”.

“Indeed from day one the equipment has been constantly breaking down because they are not robust enough to withstand the continuous use in harsh conditions,” the source pointed out.

MEC insiders said Vassallo has naturally blamed the breakdown of the equipment to "stupid" Malawian camera operators who cannot handle new technology because of their poor technical background.

However, Nyasa Times check at registration centers indicated that Camera Operators are technically qualified individuals.   

The Commissioner also took a dig Vassallo saying he is not qualified to hold the position of Chief Elections Consultant and made available his CV to Nyasa Times where it indicated has a secondary school certificate.

Vassallo previously worked as a mere clerk for the Australian Elections Commission where he rose to the position of senior clerk. He was dismissed from the Electoral Commission of Zambia last year where he was working prior to joining MEC because of non performance.

“In readiness for the procurement scam Frank Vassallo engineered to have the Stores section transferred under him and also recommended the dismissal of Edward Jeke MEC's Procurement Manager to be replaced by Philip Mwangobole the Procurement Consultant who in reality is just a novice in procurement matters but is Vassalo's right hand man to facilitate fraudulent procurement practices,” informed the sources in MEC.

MEC's committee on Finance and Administration headed by Ronald Nkomba vetoed the decision to have Mwangobole appointed as MEC's Procurement Manager because he lacks qualification and experience while Jeke has a Masters degree in Economics and is a Fellow of the Institute of Purchasing & Supplies (UK) with over 20 years experience.

“Vassallo has also influence the transfer of the Warehouse Section from Procurement, which is now being run by Max Campos the Election Logistics Consultant who is bogus and without the required qualifications and experience.” 

Campos operates from Lilongwe under Vassallo's instructions instead of Blantyre where the MEC headquarters is located and where all other consultants are operating.

“The truth of the matter is that the logistics of the registration exercise has been ably handled by the hardworking Harris Potani the recently promoted Deputy Chief Elections Officer and Henzily Munkhondya, the Southern Region Elections Officer,” pointed out the Commissioner.

He accused Vassallo for trying to “scuttle” the Finance Department by recommending the removal of Anderson Msonthi the Head of Finance to be replaced by McCarthy Phiri the Financial Consultant.

“It is no secret that both Jeke and Msonthi are on Vassalo's hate list because they have put a stop to his underhand and deceitful tactics,” noted the source.

“Vassallo is greatly feared and abhorred by all the MEC staff except a few bootlickers like Tenyson Singini and Kingsley Rudi whom he has promoted and positioned in critical areas within the Electoral Services department with express instructions to spy for him.”

 MEC spokesperson Fergus Lipega could not immediately comment.

Thursday, September 11, 2008

Satellite Images Show Second Long-Range Missile Site in North Korea

WASHINGTON —  North Korea has quietly built a long-range missile base that is larger and more capable than an older and well-known launch pad for intercontinental ballistic missiles, according to independent analysts relying on new satellite images of the site and other data. Analysts provided images of the previously secret site to The Associated Press.

Construction on the site on North Korea's west coast began at least eight years ago, according to Joseph S. Bermudez, Jr., senior analyst with Jane's Information Group, and Tim Brown with Talent-keyhole.com, a private satellite imagery analysis company. Bermudez first located the site in early spring and they have tracked its construction using commercial and unclassified satellite imagery.

"The primary purpose of the facility is to test," Bermudez told The Associated Press in an interview last week. A base capable of a long-range test could obviously be used in wartime to launch a missile that carried a warhead.

"This is a clear indication North Korea is continuing its ballistic missile development program," Bermudez said.

Bermudez is also unveiling the images on the defense web site Janes.com and in the Sept. 17 edition of Jane's Defence Weekly.

He said the launch pad has been operational since 2005 but has not yet been used. He believes North Korea wants to use it to develop longer-range and more accurate ICBMs. It could also launch satellites into space.

Although North Korea has been long thought to want additional missile capability and test facilities, this is the first public disclosure of the new launch facility, according to Bermudez, Brown and John Pike, an imagery analyst with GlobalSecurity.org, who first reviewed the information last week.

Pike said the new facility represents a major step forward for North Korea's long-range missile program as it would allow multiple test flights in a short time, which is difficult at the smaller, original long-range missile launch site known as Musudan-ni.

"This would be a facility to conduct a real flight-test program and develop something that you have some operational confidence in," Pike told the Associated Press. "It would suggest they have the intention to develop the capability to perfect a missile to deliver atomic bombs to the United States."

"At the old facility, (a robust test program) just wasn't going to happen," he said.

Pike and Brown identified Musudan-ni nine years ago when they were both with the Federation of American Scientists in Washington.

A U.S. counterproliferation official said U.S. intelligence has been aware of the North Korean site for several years. He spoke on condition of anonymity to discuss classified information.

North Korea has not used the new site, but could at any time, U.S. intelligence officials and the outside analysts said.

"There is no reason they couldn't launch in the near future," Brown told The Associated Press.

Construction has continued even as the U.S. government renewed its attempt to persuade North Korea to shut down its nuclear weapons program. Those negotiations do not address North Korea's long-range missile program, but would give North Korea much-desired economic and political incentives in exchange for giving up nuclear weapons.

The deal's future may be in doubt with news this week that Kim Jong Il, who has held absolute rule in the impoverished, isolated Stalinist regime, may have been incapacitated by a stroke or other health crisis. North Korean authorities deny he is ailing.

The new launch facility exceeds in both size and sophistication the Musudan-ni base on North Korea's east coast, images from DigitalGlobe and GeoEye suggest.

North Korea launched a failed long-range Taepodong-2 space launch vehicle in 2006 from Musudan-ni. That test alarmed the world and gave new energy to the stop-and-start diplomacy over North Korea's nuclear program. It also conducted a surprise launch of a Taepodong-1 overJapan in 1998 from that east coast site.

Pyongyang has not yet attempted to launch the ballistic missile version of Taepodong-2, which is estimated to have a maximum range of about 2,500 miles, potentially threatening the western edge of Alaska. The range could be extended with engine improvements and light payloads.

The new launch facility is built on the site of a small village called Pongdong-ni which was displaced during construction. It includes a movable launch pad and 10-story tall tower capable of supporting North Korea's largest ballistic missiles and rockets. It also includes a rocket motor test pad, which Brown and Bermudez said is similar in size and design to a rocket test facility outside of Tehran, Iran. There are also support buildings.

"The discovery of this new facility demonstrates that North Korea is still conducting an ambitious ballistic missile program and may still have plans to launch satellites into space," Brown said.

Bermudez and Brown refer to the site as the Tongch'ang-dong launch facility, naming it after the closest village. U.S. intelligence does not use the same name for the site. Officials would not immediately divulge the term they use.

The base is not quite complete, according to Pike, who reviewed the most recent imagery Tuesday and said it is still missing a vertical assembly building where the missile would undergo its final assembly before being rolled to the launch site. Brown and Bermudez have not yet found optical or radar tracking facilities; they believe North Korea will rely on mobile or shipboard radar systems in tests. They have also not identified fixed air defense systems that would protect the facility from air attack.

But the site does have an engine test stand, a critical facility for measuring vibration from the engines and adjusting guidance systems to account for it, Bermudez said.

"The engine test stand means they now have the ability to increase the reliability of whatever system" they develop, he said.

Brown and Bermudez say the new launch facility is more protected from surveillance aircraft than Musudan-ni because it is mostly surrounded by hills. Its proximity to Chinese airspace could also discourage close observation by plane, as the U.S. military may want to avoid a repeat of the 2001 collision of a U.S. spy plane and a Chinese fighter.

North Korea is believed to possess up to a dozen nuclear warheads. The new launch pad would help in the development of missiles to carry them, he said. In 2006, North Korea conducted an underground nuclear test, removing any doubt it had the means to make a nuclear warhead. Its previous missile test showed it also had the means to deliver one.

North Korea has agreed in principle to forswear nuclear weapons and the plutonium used to fuel them. It placed its known plutonium-producing reactor out of commission earlier this year, but has recently backtracked by taking some equipment back out of storage in possible preparation to restart the reactor.

In June, North Korea destroyed the reactor's distinctive conical cooling tower as a symbolic show of good faith with the United States and other nations bargaining with it. But the deal has since stalled over North Korea's obligations to allow intensive international fact-checking of its past nuclear activities.

North Korea claims the U.S. has not held up its end of a nuclear disarmament deal because it has not removed the North from a list of state sponsors of terrorism.

Monday, September 1, 2008

Elia Armstrong: New Ethics Officer for UNDP - introduces herself (but are all these words true?)

05 August 2008
Elia Yi Armstrong as head of the Ethics Office

Vitals: I was born in South Korea and grew up in Vancouver, Canada. I’m married with two daughters.

Coming from: Senior governance and public administration officer, UN Department of Economic and Social Affairs, or DESA, New York.

Going to: Ethics advisor/head of the Ethics Office, UNDP New York

Her story: I studied social work at first. Later, at the London School of Economics, I learned about social policy and planning in developing countries. I’ve always been interested in development and worked with refugee and immigrant resettlement organisations in the U.K., the U.S. and Canada.

In 1993, I joined the Canadian Government and focused on civil service reform and public expenditure management. I also did an assignment at the Organisation for Economic Cooperation and Development in Paris where I began comparative research on public service ethics issues. It was my first multi-lateral organisation experience, and I immediately liked the diversity.

In 1997, I began working for DESA in various capacities. I collaborated closely with UNDP on anti-corruption and public sector ethics projects. It also involved working closely with good governance and anti-corruption advocacy groups such as Transparency International and Tiri. I especially enjoyed doing comparative research on African and Arab countries.

I arrived at the Ethics Office only a few weeks ago, but I can already sense a lot of support and goodwill for the office. “Ethics” means different things to different people, but we all need to agree on what professional ethics means in UNDP. This will help us strike the balance between our duties as international civil servants and our interests as private citizens in a complicated, constantly changing world. I think the independence of the Ethics Office will render it a better resource for staff members and managers when it comes to financial disclosure, conflict-of-interest advice, whistleblower protection and ethics training.

Crowning glory: I was part of the team that set up the Ethics Office at the Secretariat in 2006. In a way, I’d worked towards its establishment even earlier, as I helped devise the UN Staff Integrity Survey and other Organisational Integrity Initiatives. It was a very meaningful experience because it meant that we, at the UN, were practicing what we preached. It was also a great experience to be part of a team that was small but extremely dedicated and efficient.

At a more personal level, I’m a very proud Mom.

Behind the suit: I used to study classical piano, but I don’t play the piano as much these days. Instead, I enjoy reading books and watching movies. Most recently, I saw The Diving Bell and the Butterfly. Watching the protagonist look back on his life, in his paralysed body, reminded me how lucky it is to have a second chance in life. I also enjoy cooking because it’s a creative process with instant results, whether they are successes or failures.

Indulgence: Dark chocolate. I’m also a sucker for pinot noir.

Would most like to have dinner with: I’d really like to have dinner with Dag Hammarskjold. He was a unique leader with an incredible insight from which we could still benefit today. He also had a keen interest in ethics and how that should apply to the international civil service.

Inspiration: My father. He was a quiet and pleasant man who stuck to his principles. He had an inherent sense of fairness, justice and compassion.

For those in the organisation who are starting out, I would suggest you get as many different opportunities and challenges as possible. Try to see yourself as part of a larger community. Working for UNDP has a ripple effect — what you do can have an impact on a lot of people in many different places. If you have that larger perspective in mind, the work becomes much more meaningful.

Why it’s all worth it: It is a luxury to be able to do something you love for a living. And working for the UN has been that for me. UNDP is special, because in many of the countries, we are the face of the United Nations.

Wednesday, August 20, 2008

How Much Discretion? U.N.'s Anti-Poverty Program Wants Unlimited Spending Power

FOXNEWS

The United Nations Development Program, the U.N.’s anti-poverty agency, which systematically ignored its own financial rules and regulations while funneling millions of dollars to North Korea, wants to give its chief operating officer the right to make out discretionary checks of unlimited amounts, without normal budgetary approval.

That’s up from the current limit of $50,000 which can be dispersed without regulatory oversight.

UNDP argues that the new ability to write such checks without normal authorization would only bring its discretionary powers into line with those currently exercised by other U.N. programs, like UNICEF and the World Food Program (WFP).

The problem is that at the Rome-based WFP, the use of the same unlimited discretionary authority to pay off job-eliminated contract employees was condemned just last year as a $90 million abuse of authority and a violation both of U.N. payment rules for contractors, and of fairness to longer-term employees.

The condemnation was issued by the only budget oversight committee that includes the entire membership of the U.N. It was ignored both by WFP bureaucrats and by the WFP’s 36-nation governing executive board.

UNDP’s desire to have the same unlimited discretionary power for its No. 2 bureaucrat, Associate Administrator Ad Melkert, is contained in support documents for the next meeting of its own, similarly-sized executive board, which meets in New York City from September 8 to 12.

The discretionary money is known in technical parlance as “ex gratia” funds, which UNDP describes as “payments which are made where there is no legal liability to UNDP, but the moral obligation justifies making such payments, which are in the interest of UNDP.” The question of what defines that interest is left to top administrators to decide.

• Click here to see the UNDP submission on ex gratia payments.

The case UNDP cites in asking for the approval for sweeping new check-writing powers is humanitarian: payments to families of staffers killed in the bombing of the U.N.’s headquarters in Algiers last December. In all, 17 U.N. employees were killed in the blast, including seven affiliated with UNDP.

According to the submission, UNDP says it was unable to make “ex gratia” payments to some of the Algiers victims’ families due to the current $50,000 limit. “UNDP should be able to show compassion when addressing such cases,” the submission argues.

(Although UNDP does not say so in the papers it has presented to its executive board, the organization’s insurance policy provides only $180,000 in death benefits for full time staffers and $80,000 for local consultants.)

Few would disagree with the impulse to compensate victims of such a tragedy. But the UNDP document does not state why an unlimited spending power is appropriate, even under those circumstances.

Nor does it state that the same discretionary spending power could also be used in a wide variety of other circumstances. Among them: settling lawsuits by aggrieved contractors or employees without resorting to U.N. arbitration, or a variety of other legal cases where misdeeds or mismanagement might be attributed, rightly or wrongly, to management, and where management might prefer to avoid seeing the claim become public.

The possibility of just such liabilities was revealed in a confidential UNDP draft audit of its own procurement operations, obtained by FOX News last May, which described the operation as awash in shoddy paperwork and faulty bidding processes, and lacking the expertise to evaluate its most expensive technology purchases, while procurement ballooned to more than $2.6 billion.

The same document described the organization as afflicted with “apparent conflict of interest” at the top procurement levels, where the people charged with vetting the process for flaws were also members of the procurement staff.

• Click here to see the draft audit.

Another circumstance where ex gratia payments can be used, apparently, is the funding of unauthorized severance packages to contract U.N. employees who are not entitled to such payments under U.N. rules and regulations.

Just such payments were examined and condemned at length little more than a year ago, in documents submitted to the World Food Program’s executive board by the U.N.’s Advisory Committee on Administrative and Budgetary Questions (ACABQ), a body made up of representatives of all U.N. nation states.

The ACABQ offers opinions on U.N. financial matters on behalf of the entire General Assembly, while each U.N. program’s executive board is made up of a much smaller number of nations.

In a scathing review of one aspect of the World Food Program’s ex gratia spending, the ACABQ noted that the emergency food aid provider had used its discretionary power to make unauthorized severance payments to 417 contract employees, at sites ranging from Bangkok to Johannesburg to Panama.

The payments totaled “in the range of $90 million,” but the amount could have been larger; the ACABQ noted that the World Food Program itself had provided the numbers as estimates, but without “the benefit of actuarial evaluation,” meaning an outside cross-check.

Short-term U.N. employee contracts do not provide for severance or other benefits when they expire, the advisory committee noted. It observed that WFP management appeared to be using the “inappropriate” severance payments to compensate employees where short-term contracts had been repeatedly renewed to avoid handing out the security of longer-term arrangements.

The ACABQ noted that the unauthorized ex gratia payment practice “has significant system-wide implications” — meaning that other U.N. agencies or programs might imitate WFP’s alleged abuse of the ex gratia check-writing power.

The U.N. advisory committee urged that WFP’s executive board should “urgently” take up the issue of unauthorized ex gratia termination payments, and also look at WFP’s staffing policies.

Click here to see the ACABQ report.

That didn’t happen. Instead, the executive board “took note” of the advisory committee’s report and recommendations, a course of action that did not require doing anything the ACABQ suggested. It also “took note” of WFP management’s explanation that the huge unauthorized severance deal was part of a downsizing of the organization that was expected to end in 2009.

Whether the downsizing is still considered a good idea is an open question. In May, 2008, WFP suddenly declared that a “silent tsunami” of rising food prices had placed an additional 100 million people around the world at risk of starvation. WFP has since boosted its biennial budget request from donor nations to more than $6 billion.

The WFP severance debacle has already created one important precedent for the sprawling U.N. system of funds, programs and agencies: the argument that unlimited ex gratia spending power should exist for other parts of the U.N. system too.

That is the core argument in UNDP’s submission for its upcoming executive board meeting: “With the proposed amendment [to its rules], UNDP seeks to harmonize its approach with those of the other Funds and Programmes,” the organization declares.

UNDP also notes that yet another U.N. organization, the United Nations Population Fund — which shares an executive board with UNDP — is asking the same unlimited authority.

In its submission, UNDP refrains from saying that it will disclose the purposes to which it puts the ex gratia money it intends to spend. Instead, the organization says that it will put the 12-month total in its budget statement.

At the same time, UNDP assures its board that the cost of the change, though potentially unlimited, will be small. “UNDP does not expect the proposed change to result in a significant financial impact for UNDP over a period of time, given the low number of such payments that UNDP has had to address to date,” it says.

Why, then, is UNDP seeking an unlimited ceiling on the payments?

FOX News asked UNDP that question, among others, in a detailed query about the ex gratia request on August 12. UNDP acknowledged receipt of the questions but had provided no answers by the time this article was published.

FOX News also asked UNDP about another change in its rules surrounding the ex gratia payments, which has the effect of removing Secretary General Ban Ki-moon’s office from any role in the process.

Under UNDP’s previous rules, an opinion regarding the lack of a legal liability for any ex gratia payment was required of the Secretary General’s Office of Legal Affairs before the payment could be made. Under new rules, that authority will be transferred to UNDP’s Legal Support Office — which reports to the top executives who will hold the newly unlimited check-writing power.

Neither Ban’s office nor UNDP replied to FOX News' questions about the possibilities for conflict of interest in this arrangement, and about the possible loss of centralized oversight over the U.N. in the process.

In its submission, UNDP argues that the involvement of Ban’s lawyers in the ex gratia procedure is a “remnant” of days prior to 2000, when the UNDP’s legal support office didn’t exist.

But in 2004, UNDP got a $10,000 increase in its ex gratia limit without requesting removal of the “remnant” of outside involvement.

UNDP’s other argument for using its own hand-picked lawyers is — once again — that the World Food Program is already doing it.

Despite its frequent references to WFP, the UNDP submission contains no reference to the food program’s $90 million ex gratia boondoggle, which in the opinion of the General Assembly’s financial overseers had involved an abuse of that authority to paper over a major distortion of its hiring and firing practices.

And in fact, the ACABQ itself is making no reference to its previous dismay over WFP’s ex gratia caper. In its own submission to UNDP’s executive board, the ACABQ notes that UNDP’s internal and external auditors have raised no objection, and recommends that the board adopt UNDP’s unlimited funding request at its upcoming session.

George Russell is executive editor of FOX News.