tostrengthen andenhance theexternal relations function inaccordance withthe findings andrecommendations oftheevaluation report andtoestablish abasisfor monitoring external relations operations. Itshould alsoseekfurther clarifications onspecific aspects ofthefunction thatremained unclear. 57.Delegations notedthat,considering thesizeofthebudget earmarked for external relations activities, therewasalackoftransparency and,thus,of financial control, andexpressed theviewthattheExecutive Boardshould determine themosteffective useoffunds. Onedelegation criticized thefactthattherewas nofinancial codeforexternal relations activities andthattheBoarddidnotknow withanyprecision howmuchwasspentonexternal relations. Thesamedelegation thenproposed theestablishment ofafour-year "external relations plan"thatwould setoutgoals, objectives, activities, outputs, resource requirements andthe framework forimpactevaluations. Theplanwouldbecome thebasisforbudgeting -62-overtwobienniums. Another delegation suggested that,inlightofongoing changes inthisarea,thelevelofresources devoted toexternal relations established for thecurrent biennium bekeptatcurrent levelsuntiltheissuesraisedinthe evaluation reportcouldbefullyaddressed. Inthisway,itwashopedtoestablish anoverall levelofexpenditure andtoallocate resources basedonpriorities. 58.Thesecretariat replied thatthesystemcurrently inplaceprovided the correct financial codingforsuchactivities asadvocacy, socialmobilization, mass mediaandproject support, andnotedthattheplanning andbudgeting ofexternal relations functions werereported oninthesamewayasprogramme andothersectors oftheorganization andshouldnotbedealtwithseparately. Itwasfeltthat holding thebudgetatcurrent levelsmightcausetheexternal relations sectorto beexcluded fromthenextbudgetcycle,effectively freezing itsbudgetuntilthe beginning of1994!withreallosses. TheCommittee wasalsoinformed thata management studywasunderwaywhich, whencompleted, wouldallowforthe establishment ofacomprehensive codingsystemthattookintoaccount realcosts. 59.Questions wereraised aboutparticipation ofanunusually highnumberof headquarters andregional staffinsymposia andmeetings incapitals. The secretariat saidthatitwasoftennecessary tohaveheadquarters orotherstaff present inordertobeabletoshifttotheutilization ofnewapproaches ina shorter periodoftime. Moreover, itwasaneffective meansofproviding in-service training toUNICEFstaffmembers, aswellasotherparticipants. 60.Therewasgeneral support forthecountry approach recommended inthereport forUNICEFexternal relations workinindustrialized countries, although one delegation questioned thelogicofadopting thisframework forfund-raising and advocacy work. Anumberofdelegations underlined theimportance ofintegrating suchactivities intoregular programme processes indeveloping countries andof takingintoaccount thesituations ofindividual countries. Thesedelegations testified tothepositive effects ofglobal programme advocacy onprogramme delivery. Onedelegation emphasized thatwhereexternal relations functions were included inacountry programme, thesecretariat shouldensurethattheactivities, including current activities, achievements, particular constraints, impact and futureplans, weredetailed inthecountry programme recommendation. The secretariat agreedthatthecountry programme recommendations shouldindicate some aspects ofexternal relations. 61.Referring totheroleofNational Committees forUNICEF, onedelegation stressed thatthecountry programme approach hereshould focusontheco-ordinated support ofnational partners andmakepositive useofthecountries' feedback on thepotential usefulness ofintended global advocacy thrusts, information materials andinternational fund-raising action. Assurances weresought fromthesecretariat thatthisapproach wouldnotconsist ofplanning byheadquarters ofwhatactions should beundertaken byUNICEFnational partners. Theprimary requirement wasfor increased effectiveness andthestrengthening ofpartnerships through two-way
**Analysis**
This text appears to be discussing the external relations function of an organization, specifically UNICEF, and the need to strengthen and enhance this function. The text mentions budgeting, financial control, and planning, which suggests that the category should be related to management or administration. However, the text also mentions advocacy, social mobilization, and international fundraising, which suggests that the category should also be related to humanitarian aid and relief.

**Category**
Humanitarian aid and relief, Management