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The IOCARIBE Medium Term Strategy: 1999-2003

1.  BACKGROUND
2.  THE MANDATE OF IOCARIBE
3.  THE STATUS OF COOPERATION & PROMOTION OF MARINE SCIENCES BY IOCARIBE: 1999
4.  NEW IOCARIBE MEDIUM-TERM STRATEGY
5.  STRATEGIC PROGRAMMES
6.  REQUIRED IMPLEMENTATION TOOLS
7. CONCLUDING REMARKS

1.  BACKGROUND ­    ¯

1.1  THE MEDIUM-TERM STRATEGY OF UNESCO - 1996-2001: STRATEGIES FOR CONTRIBUTING TO DEVELOPMENT.

The Medium-Term Strategy of UNESCO for 1996-2001 seeks to foster closer collaboration and promote greater synergy between the natural sciences - basic and applied - and the social sciences in the search for appropriate solutions to some urgent development problems.

It is through UNESCO's intergovernmental and international programmes in environmental and social sciences, and through increased cooperation between them (while at the same time preserving their identity) and by combining research, training, education, information and consciousness-raising, that relevant solutions to the key issues of social and environmentally sustainable development may be proposed. All the activities planned over the six-year period 1996-2001 aim at enhancing scientific understanding of the natural and social environment, improving long-term scientific assessment and building up science capacity:

"The Medium-Term Strategy will aim, in the first place, to generate and update the scientific knowledge base required to understand the relationship between population, environment and development issues, focusing in both the social, economic and cultural context and global concerns Support will therefore be given to research and development activities and to networking centers of excellence and research institutions".

"Secondly, the strategy will aim to strengthen Member States’ capacities to improve and reorient, on the basis of scientifically sound knowledge, national education and training activities in both the formal and non-formal sectors".

"In addition, Member States’ capacity will be strengthened with respect to the generation of information materials that are scientifically designed and adapted to different cultures, and their wide dissemination through information systems, services and networks".

"Thirdly, the strategy will aim to reach and mobilize decision-makers, opinion leaders and media professionals in order to increase their awareness of environment issues and to encourage them to disseminate the appropriate message".

1.2  THE IOC MEDIUM-TERM STRATEGY: 1996-2001

"UNESCO's Intergovernmental Oceanographic Commission (IOC) in collaboration with its partners in the United Nations system and concerned non-governmental organizations, will promote and facilitate oceanographic research with a view to reducing the uncertainties relating to the role of the oceans in climate change, carbon dioxide balance and availability of resources".

"A Global Ocean Observing System will be established to provide the data needed for research on global environmental change, forecasts on ocean/climate interaction and ocean resources management".

"Monitoring and research on marine pollution will focus on quantification of the impact of human activities on the marine environment, both in coastal zones and the open ocean. Likewise, research on marine physical and biological parameters and processes will be supported and coordinated with a view to better understanding the role of the oceans in food production and supply of non living resources".

"Finally, in addition to improving access to ocean data derived from research and monitoring, the strategy will include education and training activities, as well as technical assistance to Member States for their research and monitoring programmes, at both national and regional levels".

Derived from the overall medium-term strategy of UNESCO, IOC established the following major overall objectives

  1. develop, promote and facilitate international oceanographic programmes to improve our understanding of critical global and regional ocean processes and their relationship to the stewardship of marine resources and their exploitation,
  2. ensure effective planning for the establishment, and subsequently the co-ordination, of an operational global ocean observing system which will provide the information needed for oceanic and atmospheric forecasting, and for ocean management by coastal nations, and furthermore to serve the needs of international global environment change research;
  3. provide international leadership for the development of education and training programmes and technical assistance essential to ocean and coastal monitoring and associated oceanographic research,
  4. ensure that ocean data, knowledge and information obtained through research, observation and monitoring are efficiently husbanded, interpreted and made available to end users, (such as decision makers and industry, for application and solution of identified problems and needs, with a view to sustainable socioeconomic development).

2.  THE MANDATE OF IOCARIBE   ­    ¯

"Regional Sub-Commissions are intergovernmental subsidiary bodies of IOC, responsible for the promotion, development and co-ordination of the marine scientific research programmes, the ocean services and related activities, including Training Education and Mutual Assistance (capacity building), in their respective regions.

In establishing their programmes, regional Sub-Commissions should take into account the specific interests and needs of the Member States in the region.

In carrying out the above work, it is mandatory that regional Sub-Commissions collaborate closely with IOC’s subsidiary bodies concerned with global activities, within their field of competence".

The last two paragraphs of the Mandate for Regional Sub-Commissions of IOC contain their complex and important double-faced role as intermediary between the global interests of ocean science on one side and the national needs of participating countries on the other. Sub-Commissions like IOCARIBE must fulfil a role in both directions, which is also their strength, since it is at the regional scenario where these two levels meet and work best.

As a regional Sub-Commission of the IOC of UNESCO, IOCARIBE is responsible for the science base, the gathering of knowledge, the implementation of scientifically based information, the quality control, the voice of scientific credibility, and for ensuring that knowledge and data can be shared and used by all. Without these elements there can not be sustainable development.

IOCARIBE continues to be the best instrument available for implementing the UNESCO and IOC strategies and programmes at the regional and sub-regional level in the wider Caribbean and Adjacent Regions.

3.  THE STATUS OF COOPERATION & PROMOTION OF MARINE SCIENCES BY IOCARIBE: 1999  ­    ¯

As a result of the implementation of the Medium-Term Strategy for IOCARIBE: 1996-2000, substantial progress has been made in the region in terms of strategic planning and focusing the Sub-Commission on realistic goals and objectives. Many results may not yet be visible, in some cases for its own nature they are medium and long term (no immediate pretended results), and in other cases because activities have not been carried out to their full extent, either for lack of resources or because they are currently being implemented.

The strategic principles adopted in 1996 have been permanently beaconing the activities of the Sub-Commission. New methods are being activated and tested, to the extent that available resources at the regional Secretariat allow it. It is specially satisfactory to recognize that postulates used in the IOCARIBE Evaluation and Strategy in 1995 and 1996, have been used in recent IOC papers, many of them related to the evaluation of other IOC programmes and activities.

The role of the Sub-Commission continues to be under analysis and redefinition, specially as regard to other regional organizations, and to the Member States themselves. The search for a "niche" is progressing, and achievements have been certainly made in the opinion of related individuals and cooperating organizations.

An active Board of Officers, working in an assembled manner has increased the efficiency of this governing body, which could be an interesting illustration and test-case for the proposals of the DOSS ad hoc group regarding the possible establishing of a Bureau for IOC. The Board also constitutes a good example of how sub-regional groups are represented and can achieve a better participation in the intersessional management of the Sub-Commission. A stronger Board also represents a better follow up and guidance to the Secretariat, even if the insufficient resources available to the Secretariat (including human) have not allowed the use of the potential of the Board to its full extent.

Regional projects are the main operational units for the Sub-Commission to fulfil its role, in particular regarding capacity building and creation of knowledge. The traditional projects in IOCARIBE have not increased their activities substantially and some are being reassessed to be reformulated or terminated. New projects are being created, and IOCARIBE is providing its sponsorship or auspices to other organizations, and to initiatives born from the scientific community in the region. This is part of the strategic principle of introducing substantial changes to traditional projects, in fulfilling IOCARIBE's mandate.

In spite of efforts to change the older situation, unfortunately the degree of commitment and participation from Member States has not increased substantially, with a few exceptions. The Strategy 1996-2000 stated that this commitment may take the form of a "memorandum of understanding" at the appropriate ministerial level. During the intersessional period the Board of Officers considered that conditions were not given yet, that the effort shall take a high percentage of time of the Regional Secretary and a critical prerequisite for its success was to improve the operational delegation of functions from IOC-Paris to IOCARIBE-Cartagena.

On the other hand, the strategic programmes established by the 1996-2000 Strategy had significant progress, enhancing the potential for better management of the regional cooperation in marine sciences. The most relevant activity has been the creation of the databases and information system needed for handling regional information, strategically essential for IOC and IOCARIBE to fulfil their institutional mandates. Even if the system is still in an incipient stage, the information being collected, organized and processed in the regional Secretariat will become the most valuable tool for IOCARIBE to perform its role as broker and facilitator, as well as measuring and building the regional capacity in marine sciences, and devise the needed indicators on "the state of the Sub-Commission".

4.  NEW IOCARIBE MEDIUM-TERM STRATEGY ­    ¯

4.1  BASIC CONCEPTS.

A "strategy" is the plan and method to move on toward a longer term goal or policy, using the available resources and means, within a given institutional, socioeconomic and political environment. A "strategy" can change over time, to adapt to changing environments and resources.

The IOCARIBE Medium-Term Strategy is a "living document", which should be periodically updated. This means that strategic principles and programs must built on previous ones, innovate or improve them, according to the evolution of the situation, the needs, the resources and the institutional scenario.

The long term goal for IOCARIBE is to fulfil its Mandate, within the specific priorities established by the Medium-Term Strategy of UNESCO and IOC. The regional Sub-Commission has to design the most efficient and effective use of the available resources, from and within the perspective in the regional scenario.

4.2  THE NEW ROLE OF IOCARIBE

4.2.1   THE INTERGOVERNMENTAL NATURE OF IOCARIBE

IOCARIBE is a subsidiary body of IOC, therefore it is intergovernmental by constitution. Intergovernmental organizations acting in science have a role in some very specific areas. These are areas where research is too specialized, requiring expensive infrastructure; or where the spatial scale needed to understand the natural processes surpasses well beyond national boundaries. Geophysics, geology, environmental sciences, oceanography, hydrology, meteorology, are good examples of these scale-dependant sciences.

However, there is another feature common to all intergovernmental organizations or programmes. By being a forum of States they are privileged channels to reflect the demand of the societies they represent. Accordingly, they can help to organize that social demand and serve to establish a key institutional link, an interfase, between the scientific community (knowledge-producers) and society (knowledge-users).

Nevertheless, the intergovernmental condition can be of great value only if:

    1. it is built upon effective governmental inter-institutional structures (marine sciences national networks) within each one of its Member States; and
    2. it is tied by firm commitments from all participating Governments, which usually is represented by a binding legal instrument such as a Convention.

In times when Governments are smaller, intergovernmental organizations shall become smaller too, specially in a sector such as science where the scientific community has its own autonomous mode of operation with its own rules of mutual recognition and validation. But in times of globalization intergovernmental organizations still have an important role to play. They are the "web"; they create formal channels and the interconnecting tissue necessary for the practice of scientific activities internationally.

Likewise, intergovernmental organizations are doing less in terms of implementing projects or operational activities, as opposed to one or two decades ago when their emphasis was on the direct management of scientific programmes and associated events. These are increasingly in the hands of countries, non-governmental organizations and even the private sector. Intergovernmental organizations are expected to do more facilitating, networking, regulation, standardization, conflict resolution and resource mobilization.

4.2.2  STRENGTHS OF IOCARIBE

IOCARIBE can be envisaged as an international networking system, created by the Governments of Member States, for the coordination and promotion of marine and coastal sciences and associated operational services in the Caribbean and Adjacent Regions, to:

  • Foster the generation of knowledge on the wider Caribbean and its coastlines,
  • strengthen the national and regional capacity in marine and coast-related issues
  • work on the needs and interests closer to countries in the region, and
  • contribute the regional input to global ocean sciences and observation programmes.

The strengths of IOCARIBE, which also define its role relative to other organizations in the region, rely in the following conditions inherent to it:

    1. Its permanent and intergovernmental nature
    2. Its networking mandate and capacity
    3. Its focus on science and technology
    4. Its focus on the oceans and coasts
    5. Its driving force towards and by users.
    6. Its emphasis on capacity building
    7. Its ability to mobilize the scientific community
    8. Its wider Caribbean regional coverage.

IOCARIBE is not a funding agency, but because of the attributes above, it may give credibility, validate and endorse fund raising efforts. Furthermore, IOCARIBE can avoid duplication, waste and inefficient use of funds and resources coming from different sources into the region for regional scientific projects and initiatives. It is in the best interest of funding agencies and donor countries that IOCARIBE performs its role efficiently.

4.2.3 THE IOCARIBE PRODUCTS.

IOCARIBE is here to be used by all who require data, information or knowledge on the marine and coastal environment and resources (the end users), and by all the producers of such data and information (the scientific community in the region). These include:

    1. Regional scientific institutions and experts,
    2. Governments of Member States
    3. Regional Organizations (Governmental and non-Governmental)
    4. International agencies and donor countries
    5. Private industry
    6. General public.

Information is the most valuable asset of the Sub-Commission. That includes natural, marine and environmental scientific data and scientific products, as well as strategic meta-data for the administration, evaluation and monitoring of the cooperation and promotion of marine sciences, and building up of national and regional capacities.

4.2.4  THE STRUCTURE OF IOCARIBE

Through its National Oceanographic Commissions or equivalent coordination networks in Member States, IOCARIBE is the most suitable regional organization to efficiently engage the scientific community of countries in the region, as producers of knowledge and information, as well as recipients of the new capacity built through implementation of regional projects. These national coordination mechanisms have the objective of broad participation of experts and institutions, and are linked to IOCARIBE through the National Focal Point in each participating country.

Through its Regional Projects' Cooperative Implementation Networks, IOCARIBE is the optimum regional mechanism to facilitate, harmonize, and coordinate activities and resources invested in the region for scientific research, technical cooperation, education, training, mutual assistance (North-South and South-South) and exchange of information. Each regional project's network has or is intended to have a broad participative structure, including a Steering Group of Experts, and a Regional Project Coordinator, who performs as the manager and leader of such project.

Through its regional Strategic Programmes, in particular its information management and networking program, IOCARIBE is the best regional mechanism to overview the broad situation in the region and perform as intermediary and facilitator between:

  1. The demand of information from Governments, private sector, organizations and end users;
  2. The offer of information and knowledge created by the regional scientific community,
  3. The funding opportunities offered by international agencies, donors, Member States and other organizations.

To achieve its goals for the period beyond 1999, the Sub-Commission shall implement the strategies proposed hereby, based on the current facts, needs, circumstances and resources.

4.3  GENERAL PRINCIPLES.

4.3.1  INNOVATION

The key to success in nature and the contemporary world is adaptation to change. Experimental models for international cooperation are easier to do at the regional level, where corrections can be readily applied within the flexible smaller regional structure. If successful and proved beneficial for Member States, new methods could be duplicated in other regions or at the global level by IOC.

4.3.2  OUTREACH.

Continue the efforts to make the Sub-Commission useful and attractive to all Member States, with special regard to those which have difficulties to attend the meetings of governing bodies of IOC in Paris. Strengthen global IOC programmes through their participation in regional projects. Reproduce the positive experiences of those countries who have benefited in past years from their engagement in IOC and IOCARIBE projects.

4.3.3  PARTNERSHIP.

Continue strengthening the concept that IOCARIBE is a "voluntary alliance" for mutual support and benefit "...through the concerted actions of its members" (part of Art.2 of the IOC Statutes). IOCARIBE is not the regional Secretariat alone, but the aggregation of Member States and their national marine capacities. IOCARIBE is here to help Member States to do things themselves, together and better. Substitute the old out-dated relation of donor-recipient with that of partners looking together for opportunities and resources.

4.3.4  EXCELLENCE.

IOCARIBE should continue to perform as a "system of centers of excellence" to foster exchange of knowledge and information; and as a network to nourish the creation of a "school of thought" among scientists, educators, managers, policy-makers and the general public.

 

5.  STRATEGIC PROGRAMMES ­    ¯

5.1  STRATEGY WITH REGARD TO MEMBER STATES..

5.1.1  ENCOURAGE NATIONAL POLICIES ON MARINE ISSUES.

IOCARIBE shall continue to encourage and assist Member States to develop their own capacity to formulate high level national plans and policies, toward meeting their domestic needs in marine science and technology. Member States ought to have clear national priorities, objectives and goals, in order to actively participate and receive benefits at the international level.

5.1.2  STRENGTHEN NATIONAL COORDINATING STRUCTURES

A national mechanism for internal coordination and networking (i.e. National Oceanographic Commission or equivalent network) shall be encouraged in countries which do not have it yet, and guidelines and technical assistance granted by IOCARIBE. Experience from countries which already have such a network shall be shared. Formal domestic networks are essential for participating in and benefiting from the intergovernmental nature of IOC and IOCARIBE.

5.1.3  ENCOURAGE COMMITMENT AND PARTICIPATION

IOCARIBE is what Member States want it and need it to be. Membership to IOCARIBE only requires only a formal declaration of wish by a Member State to become a Member, and this should be confirmed in practice by the nomination of a National Focal Point. This generates members but it may not be sufficient commitment to ensure participation and contributions. IOCARIBE shall seek a higher and effective degree of commitment from Member States.

5.2  STRATEGY WITH REGARD TO REGIONAL PROJECTS.

5.2.1  CONTINUE BUILDING THE REGIONAL CAPACITY.

TEMA and capacity building shall be present as an inherent component in all the Regional Projects in ocean sciences and related services of the Sub-Commission. Each and every Regional Project must meet specific quantifiable TEMA goals and requirements, which should derive from a comprehensive IOCARIBE strategic science plan, including the capacity to use the information and knowledge on the oceans. New and effective "indicators" of performance should be designed for all capacity building activities in the region.

5.2.2  STRENGTHEN LINKAGES TO REGIONAL AND NATIONAL INIATIVES.

While continuing to pursue implementation of regional components of IOC Global Programmes (i.e.: OSLR, ICAM, GOOS), IOCARIBE shall give greater attention to regional initiatives. Relevant national activities should be strengthened and connected to regional ocean sciences projects and related services, in order to produce a synergism which would be beneficial altogether for the national, regional and global levels.

5.2.3  DECENTRALIZATION OF PROJECT MANAGEMENT.

IOCARIBE shall continue transferring the responsibility of management and execution of Regional Projects to the experts and scientific community in the region. This is one of the most effective ways for encouraging the building up of national and regional capacity. It is also a needed strategy in view of the reductions of staff and resources in the regional Secretariat. IOCARIBE shall make better use of the existing IOC scheme of Cooperative Implementation Network, Steering Group of Experts and Regional Project Coordinator, for decentralizing the implementation of regional Projects.

5.2.4  ACCOUNTING AND ACCOUNTABILITY.

IOCARIBE shall adopt a clear procedure for reporting and assessment of Projects, following the IOCARIBE Manual Chapter on Implementation of Regional Ocean Science and Services Projects. Availability of funds should be identified before the approval of a project. Sourcing and raising funds shall be responsibility of the Regional Project Coordinators with the assistance of the regional Secretariat. Each Project will have its own accounting and cost center, for budget execution and evaluation. Likewise, results and products of Projects shall be measured in terms of cost-benefit analysis, and its impact on the region.

5.3  STRATEGY WITH REGARD TO OTHER ORGANIZATIONS AND USERS.

5.3.1 PURSUE THE MAIN ROLE OF IOCARIBE.

IOCARIBE shall continue to strengthen its specialized role within the institutional and legal framework in the region. Its strengths and weaknesses should be observed, relative and complementary to other regional organizations, governmental and non-governmental. As its "niche" is better defined, IOCARIBE shall continue focusing on and fulfilling its unique role.

5.3.2  MOBILIZE THE  "GRASS-ROOTS" LEVEL.

IOCARIBE shall identify relevant NGOs and increase collaboration with them in the region. A statute shall be developed for granting them the position of "advisors" within the current regulations of IOC and UNESCO. Usually, NGOs have the advantage of being able to carry out work at "grass-roots" level, whereas intergovernmental organizations have less flexibility to do so. IOCARIBE should act as an umbrella organization, and thus could achieve greater success by cooperating - not competing - with NGOs in specific activities.

5.3.3  COLLABORATE WITH INDUSTRY, ADMINISTRATORS AND POLICY MAKERS.

IOCARIBE shall promote and propose the establishment of mechanisms of coordination and communication between the scientific community (producers of information) and the industry, national government officials and international organizations (users of information). Pursuing its role as facilitator, efforts shall be made to identify the "demand" of IOCARIBE's products and services, and the "offer" of such products and services, as well as the capacity of the scientific and academic community in the region to satisfy such "demand".

5.3.4  INCREASE AND CONSOLIDATE COOPERATION WITH OTHER ORGANIZATIONS.

With the objective of optimizing resources, IOCARIBE should increase its effort to coordinate activities with other international and regional organizations with common interests in the region, and those that are working to draft and implement international treaties regarding oceans and coastal zones. This cooperation could be expressed in the form of a unified scientific regional agenda for identification and solution of marine and coastal issues.

5.4  STRATEGY WITH REGARD TO INFORMATION AND NETWORKING.

5.4.1  STRENGTHEN THE INFORMATION MANAGEMENT SYSTEM.

IOCARIBE shall improve communications and information flow between its elements by establishing a information management system, where the regional Secretariat would perform as a small clearinghouse and information broker, with a number of specialized nodes located in national or regional institutions and organizations (outsourcing) including NGOs. This System shall include the strategic information required by the regional Secretariat, the IOC Secretariat and the Member States to promote and coordinate marine sciences activities and to measure capacity building in the region. Efforts in this area shall be carried out in a manner so as to effectively link with other information networks projects in the Region.

5.4.2  STRENGTHEN THE NETWORKING CAPACITY.

IOCARIBE shall rearrange itself as a networking structure, an association of scientific institutions and experts from Member States bonded voluntarily together in the larger regional entity of the Sub-Commission for the value-added elements which it provides. The intergovernmental nature of the Sub-Commission shall be applied to encourage national coordination networks under leadership of the National Focal Points. The www, web sites, and discussion lists shall be valuable tools for this purpose.

5.4.3 COUNTRY PROFILES.

"Country Profiles" describing the installed capacity in marine sciences shall be updated and coupled with Member States’ policies and plans. These "Profiles" will become the main "management tool" for measuring the actual marine science capacity of countries, their evolution with time, and the impact of IOC/IOCARIBE TEMA & capacity building programs.

5.4.4  DISSEMINATE, PROMOTE, PROPAGATE.

The most important communication and public awareness vehicle existing in the IOCARIBE system has been the Newsletter, under its fresh format (since 1994). This instrument should continue to exist by all means, and actions must be taken to ensure proper support is given for its uninterrupted editing, publication and distribution.

IOCARIBE shall design and establish new mechanisms for promotion and propagation of its work in the region. An IOCARIBE website was installed recently (1998) which should also become another increasingly important vehicle for public awareness and dissemination of information. It shall continue to be enlarged, updated and improved.

 

6.  REQUIRED IMPLEMENTATION TOOLS   ­    ¯

The implementation of the Strategic Programs will require a detailed planning phase. Identification of funding and resources should be done during that phase. But some activities are already launched using available operational resources, and some do not require additional funding.

Immediate and essential actions required to achieve the implementation of this Medium Term Strategy are the following:

6.1  AN ACTIVE AND REPRESENTATIVE BOARD OF OFFICERS.

The collective work of the Board of Officers shall continue as during the last intersessional period, with excellent results and increasing efficiency. The Board shall continue to meet at least once a year, and communicate by phone, conference call and e-mail thereafter.

The composition of the board shall keep an equitable representation which manifests the interests of the Member States in the Region.

6.2  A STRONGER REGIONAL SECRETARIAT.

The IOC Executive Secretary shall urgently implement the devolution of appropriate flexibility, autonomy, administrative capacity and human resources to the regional Secretariat, to empower the local office to carry out its expected functions and undertake all IOC activities in the region, always within the policy and guidelines of IOC. The regional Secretariat should be in a better position to stimulate and respond to regional initiatives and fulfil the expectations of Member States.

The empowerment of the Secretariat means a better visibility of IOC in the region and thus more acceptance and participation. Likewise, devolution implies that the regional Secretariat is considered for all purposes as an integral part of the IOC Secretariat, its facilities and its staff, working to achieve common goals.

6.3  STRONG NATIONAL FOCAL POINTS.

Governments shall be invited to appoint National Focal Points who have the authority and the capacity to coordinate and mobilize the largest possible number of marine scientists and institutions within each country. The National Focal Point will provide a mechanism for the participation of each Member State in the regional projects of IOCARIBE, and for the equitable dissemination of information among national institutions.

6.4  EMPOWERED REGIONAL PROJECT COORDINATORS.

Regional Project Coordinators (RPC) shall be appointed for all active and funded projects; and ad hoc RPCs for still unfunded projects. The RPC shall perform duties as project leaders, fund raisers and managers, in close cooperation with the regional Secretariat. The RPC should be a qualified and well know expert on the subject. His (her) appointing shall be endorsed by his (her) Government. He (she) will become a regional expert associated to the regional Secretariat, but could do the job from his home country, or from the IOCARIBE Secretariat if resources and contracting allow.

 

7. CONCLUDING REMARKS ­

IOCARIBE should focus on the Strategic Programs proposed above. In doing so the Sub-Commission will concentrate its efforts toward a realistic niche where it is competitive, has comparative advantages to succeed; resources will be optimized and efficiency further increased.

 

 

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Updated March 12/01