Traducción de «Director de la Oficina de Planificación y Coordinación » (Español → Inglés) :

13. The Director of the Office shall inform the institutions about the planning and use of resources and the progress of work in a quarterly report.

13. The Director of the Office shall inform the institutions about the planning and use of resources and the progress of work in a quarterly report.

13. The Director of the Office shall inform the institutions about the planning and use of resources and the progress of work in a quarterly report.

71. Welcomes the decision of the Council to conduct the operation EUFOR Libya in support of humanitarian assistance operations if requested by UN OCHA; deplores, however, the considerable delay in the planning process which will prevent a speedy deployment on the ground; deeply regrets that the mandate of EUFOR was limited to humanitarian aspects when there was a clear case for the EU to take the lead in maritime surveillance (embargo enforcement and assistance to Frontex) and in humanitarian assistance and protection of civilians in Libya; recalls in this regard its resolution of 10 March 2011 calling on the HR/VP to explore the option of enforcing the embargo by using air and naval CSDP assets; regrets the decision of some Member Stat ...[+++]es to veto a broader mandate for EUFOR Libya while at the same time conducting such operations on their own; calls for a start to be made on planning a potential CSDP operation in the medium to long term in Libya in the areas of security sector reform, institution-building and border management;

1. The Executive Director shall designate one or more Support Office experts to act as the Union contact point for coordination.

The evaluation reveals poor coordination and poor communication between the different departments within the EMCDDA. Decisions are far too centralised. The REITOX network is more a virtual network than an operational one. The National Focal Points are under-used and they could make a far greater contribution to the EMCDDA’s work. The role of the scientific committee is still poorly defined and its work is not a central part of the programme. The Management Board is ineffective in achieving its goals and its meetings are often held without a pre-established agenda and do not involve genuine discussion of strategies. There is no disseminat ...[+++]ion strategy for the results the Board produces and, therefore, only a small proportion of the information produced by the EMCDDA is published and disseminated. With regard to work scheduling, there is insufficient coordination of the management tasks of the director and the heads of department. The administrative procedures are burdensome and inappropriate for such a small organisation and this generates manifest problems in terms of administration, management, planning assessment, development, recruitment and training. The current accounting system will have to be revamped so that the real costs of activities can be traced. Too many staff and too great a proportion of funds are dedicated to the purely administrative function of the EMCDDA.