- 2 - 



3. The present work of the clerical staff on IOC matters amounts also 



to 2^^ working x^;oman/days daily involving also a considerable overload, 

 because the production rate of the professional staff is abnormally high. 



4. If the professional staff of 5 were to work at the half present pro- 

 duction rate, as suggested in para (2), the corresponding clerical staff 

 should also be consisting of 5 persons, whose workload per person under 

 such conditions would be close to normal. 



Conclusion 1 . In order to cope with the present IOC 

 programme meaningfully, the staff of 

 the IOC Secretariat already now should 

 consist of 5 professional and 5 clerical 

 members dealing exclusively with IX 

 work . 



). While it may not be possible to achieve the above goal during 1959-1970 

 Budgetary Period, the necessity to free the IOC Secretariat from any 

 UNESCO work should be kept in mind as regards any proposals for a more 

 distant future. 



6. Without making any prediction as to the contents of the Expanded Programme, 

 allowing simply for the natural expansion of the present IOC activities 

 the following composition and structure of the IOC Secretariat may be 

 proposed as a goal to be achieved in 1971 or 1972: 



1. Secretary General 



2. Deputy Secretary General (in 1972) 



3. Assistant Secretary General for Cooperative Research Programmes 



A. Programme coordinator 

 5. Programme coordinator (in 1972) 

 6. Assistant Secretary General forlGOSS 



7. Network coordination officer 



8. Telecommunication officer 



9. Instrumentation specialist 



10. Data Exchange Officer 



11. Fishery Coordinator 



12. Interagency Relations Officer (in 1972) 



13. Chief Editor 



14. Assistant Editor (in 1972) 

 15. Documentalist 



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