940 



55 



natural resource management needs, the International Coordinating Coun- 

 cil agreed to concentrate on four areas: (1) the humid tropics, 

 (2) the arid and semiarid zones, (3) urban systems, and (4) conserva- 

 tion. These developments and the leadership of the secretariat have 

 been appreciated by governments and were especially underscored at the 

 fall 1983 session of the UNESCO General Conference. 



Because of the integrated, interdisciplinary nature of the MAB pro- 

 gram and the broad range of interests of UNESCO, UNESCO has been able 

 to foster the active collaboration of natural and social scientists and 

 has facilitated contact among researchers. There is fruitful exchange 

 with the USSR in the area of assessing long-term effects to the environ- 

 ment in the context of the Biosphere Reserve Program. Important work 

 is moving ahead on assessing problems in the arctic region. Serious 

 problems of desertification and resource management in the Sahel and 

 similar regions elsewhere in the world have received increased atten- 

 tion. The MAB program and framework are of considerable value to the 

 United States as well as other countries in defining problems and 

 facilitating integrated cooperative approaches to solutions. UNESCO 

 provides an intergovernmental mechanism to structure collaborative 

 arrangements designing future complex global observational programs 

 involving ecological, geological, and behavioral processes. A proposed 

 activity related to enhanced understanding of changes in the global 

 environment is currently being considered by ICSU and affiliated 

 nongovernmental scientific unions for possible implementation during 

 the 1990s; a cooperative role with UNESCO and other U.N. agertcies is 

 envisaged. 



There have been serious problems, on the other hand, with UNESCO 

 program management--not so much of a political nature but rather of 

 bureaucratic sluggishness and ineptness in defining and delegating 

 authority. There are signs that some of the difficulties are moving 

 toward correction through a recent reorganization of staff responsibil- 

 ities. Still, there is a need to streamline administrative procedures 

 and to clarify and strengthen the role of the MAB Bureau in serving the 

 scientific objectives of the program. This situation will require 

 monitoring. 



There have been problems on the U.S. side with respect to staffing 

 and funding USMAB needs. Previously, the USMAB secretariat was housed 

 in the U.S. National Commission for UNESCO and was reinforced by staff 

 detailed from several federal agencies. Contributions, also from 

 different agencies, provided a common fund from which USMAB activities 

 were supported. However, a budgetary crisis developed in early 1983 

 which adversely affected USMAB funding and secretariat support. There 

 are currently (summer 1984) signs that some of these difficulties may 

 be in the process of being overcome with increasing interagency 

 involvement in MAB activities and the intention of the Department of 

 State to put funding and staff support on a more permanent basis 

 through budgetary action. Identification of USMAB program activities 

 budgeted at a level of $2 million per year plus supporting secretariat 

 staff costs are basic needs. Consideration of the impacts of a U.S. 

 withdrawal from UNESCO and the examination of interim alternative 

 arrangements for MAB are rather academic questions if the USMAB situa- 

 tion is not resolved satisfactorily and on a longer-term basis. 



