text: ontheextensive information provided intheworkplanandprovisional reportfor 1985. Somedelegations specifically mentioned theirsupport forGCO'ssix corporate goalsandthe21-point actionplan.Satisfaction wasalsoexpressed with thepromising startmadebytheInterregional SalesDevelopment Programme (ISDP). 221.Afewdelegations feltthatGCOsalesprojections for1985-1990 weretoo optimistic, inviewofpastperformance. TheDirector ofGCOexplained that medium-term planprojections hadbeenbasedoncountry-by-country analyses which werebelieved tober.ealistic. Thegrowthrateprojected" fortheyears1986-1990 rangedfrom2.5percentto4.0percentperannum,foratotalincrease of 17percent. Theincreased volume wouldcomefromextraactivitiesiniHated by National Committees andfieldoffices underISDP. 222.Manydelegations referred totheproblem ofcontaining GCOcosts. The Director ofGCOstatedthatfortheperiod 1985-1988, costswouldbethesameasor lowerthanthe1985approved estimate of$27million, withmarginal increases for theyears1989and1990. Hedrewattention totheCGOglobalcost-saving programme initiated in1985whichhadalready achieved substantial costreductions. Every effort wouldbemadetoreduceNational Committee retentions andfieldofficecosts tothe25percentlevel. Inaddition, thelevelofestablished postswouldbe maintained atthe1984levelforaslongaspossible. 223.Whileendorsing the50percentnetprofitgoalasadesirable objective, most delegations accepted the45.5percentlevelfor1990projected inthemedium-term plan. Somedelegations expressed theviewthatgoalsshould beestablished onthe basisofobjective realities andtheirachievability andthat,a,ccordingly, maximization ofoverall profitshould bethegoalofGCO.TheDirector ofGCO reiterated thatthe50percentgoalremained GCO'sprimeobjective. 224.Anumberofdelegations emphasized theimportance ofGCO'seffective rolein theareaofvisibility andadvocacy andstressed thatprofitability shouldnotbe GCO'sonlyobjective. Onedelegation proposed thatwhenGCOwasinvolved in advocacy activities, thecostsforsuchactions shouldbecharged tootheraccounts. 225.Somedelegations expressed doubtregarding GCO'snewmandate infund-raising bydirectmail. Ingeneral, however, delegations supported themandate, while stipulating thatthereshould beaclearseparation ofcostsandincomefrom greeting cardactivities sothatGCOwouldnotbediverted fromits50percent objective. 226.Several delegations stressed theimportance ofdecentralizing production, design andmarketing soastoincrease GCOacceptability indiverse markets andto ensureoptimization ofcosts. TheDirector ofGCOnotedthattheprocess was already underwayandthattheSingapore production centre wouldenable GCOtotake advantage ofthelowcostsavailable inthatregion. -33- 227.Somedelegations expressed concern aboutthehighlevelofunsoldcardsheld ininventory. Itwasexplained thatGCOwascurrently expanding thesaleofcards fromprioryearsandwasincreasing thedistribution through ultimate markets. In manycases,thosecardsweresoldinlow-profit countries tohelpimprove profitability there. 228.Inresponse torequests forincreased marketresearch andconsumer surveys in highpotential markets, theDirector ofGCOexplained thatGCOwasworking with National Committees andothersalespartners todevelop abettercorrelation between market needsandproduct development. Healsoemphasized theimportance andthegreatcontribution thatwasbeingmadebyNational Committees inachieving the50percentgoal. 229.TheCommittee reviewed theGreeting CardOperation workplanforthe1986 season (E/ICEF/1986/AB/L.6), including anextension oftheduration ofISDPforan additional year,until30April1988. 230.TheCommittee reviewed andnotedthefinancial report andaccounts forUNICEF Greeting Cardandrelated operations forthe1984seasonfortheyearended 30April1985(E/ICEF/1986/AB/L.5) (seeparas. 69-71above). 231.Therecommendation oftheCommittee onAdministration andFinance, asadopted bytheExecutive Boardappears inchapter VI,decision 1986/11. Staffmatters 232.Continuing thepractice begunin1983,thechairperson oftheUNICEFGlobal StaffAssociation (GSA)addressed theCommittee onthefollowing concerns ofUNICEF staff: (a)Strengthening communications between management andstaffoutside the formalmeetings between GSA'sExecutive Committee andtheDivision ofPersonnel; (b)Meeting theeconomic needsoflocally recruited staffthrough salary
analysis: The text appears to be discussing the business operations and financial plans of a greeting card organization (GCO), with a focus on its sales projections, cost containment, and profit goals. The language used is formal and technical, suggesting a meeting or report related to the organization's management and administration. The text also touches on issues related to human resources, such as staff concerns and salary needs.