Maritime and port security in South America: implementation costs

This edition of the Bulletin is based on a document prepared by ECLAC and the Technical Coordination Committee of the presidential initiative for Regional Infrastructure Integration in South America (IIRSA), which is composed of the Inter-American Development Bank (IDB), the Andean Development Corporation (ADC) and the Financial Fund for the Development of the River Plate Basin (FONPLATA). The document was prepared as a joint activity on maritime and port security in South America in the context of the IIRSA sectoral integration process in relation to operational systems for maritime transport. It served as an input for the meeting on that subject held by representatives of the authorities of the South American countries in Montevideo, Uruguay, on 22 June 2004.This edition presents the results of the implementation cost assessment for the new compulsory regulations for maritime and port security of the International Maritime Organization (IMO) and also considers the costs of the voluntary measures.

Energy efficiency potential in Jamaica: challenges, opportunities and strategies for implementation

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Implementation strategy for poverty eradication in Belize

Summary This document identifies the component of the implementation strategy. These include: the attainment of productive employment and sustainable livelihood; social protection and reduced vulnerability; health; education; the environment; management and resources for social development programmes; institutional mechanisms; measurement and monitoring instruments; and foreign affairs. In this tabular presentation, the issues associated with each component are identified, priority actions outlined, and time frame, cost, source of funds and institutional responsibility included.

Report on the implementation of the ECLAC work programme subregional activities for the Caribbean 2006-2007 biennium [Covering the period 1 Janurary 2006- 31 December 2007]

The focus of the activities of the Economic Commission for Latin America and the Caribbean/Caribbean Development and Cooperation Committee (ECLAC/CDCC) secretariat during the 2006-2007 biennium continued to be on assistance to member governments of the subregion with policy-making and development strategies, especially on issues relevant to the promotion of the economic, social, and environmental dimensions of development in the Caribbean. The Subregional Headquarters for the Caribbean worked closely with member countries of the CDCC in an effort to ensure the relevance of outputs which would inform policy options. This involved the strengthening of partnerships with both regional and subregional institutions and relevant agencies of the United Nations system working in the Caribbean. A major decision was taken to refocus the operational aspects of the secretariat to ensure that they were relevant to the development goals of its members. This involved the introduction of a thematic approach to the work of the office. One of the changes resulting from this was the restructuring and renaming of the Caribbean Documentation Centre. The Caribbean Knowledge Management Centre (CKMC), as it is now known, has changed its emphasis from organizing and disseminating documents, and is now a more proactive partner in the research undertaken by staff and other users of the service. The CKMC manages the ECLAC website, the public face of the organization. Newsletters and all other documents, including Information and Communications Technology (ICT) profiles of selected countries, prepared by the secretariat, are now available online at the ECLAC/CDCC website www.eclacpos.org . The Caribbean Knowledge Management Portal was launched at a meeting of information specialists in St. Vincent and the Grenadines in 2007. In addition to reaching a wider public, this measure was introduced as a means of reducing the cost of printing or disseminating publications. In spite of the unusually high vacancy rate, at both the international and local levels, during the biennium, the subregional headquarters accomplished 98 per cent of the 119 outputs earmarked for the period. Using vacant positions to carry out the assignments was not an easy task, given the complexity in recruiting qualified and experienced persons for short periods. Nevertheless, consultancy services and short-term replacement staff greatly aided the delivery of these outputs. All the same, 35 work months remained unused during the biennium, leaving 301 work months to complete the outputs. In addition to the unoccupied positions, the work of the subprogramme was severely affected by the rising cost of regional and subregional travel which limited the ability of staff to network and interact with colleagues of member countries. This also hampered the outreach programme carried out mainly through ad hoc expert group meetings. In spite of these shortcomings, the period proved to be successful for the subprogramme as it engaged the attention of member countries in its work either through direct or indirect participation. Staff members completed 36 technical papers plus the reports of the meetings and workshops. A total of 523 persons, representing member countries, participated in the 18 intergovernmental and expert meetings convened by the secretariat in the 24-month period. In its effort to build technical capacity, the subprogramme convened 15 workshops/seminars which offered training for 446 persons.