The World Summit 2005 invited the UN Secretary-General to frame a comprehensive blueprint for change. In paragraph 162 of the Summit Outcome, the Summit requested the Secretary-General to make proposals to the General Assembly on the conditions and measures necessary for the current and future Secretary-Generals to carry out managerial responsibilities effectively. Paragraph 163 of the Summit Outcome outlines the General Assembly's call on the Secretary-General to submit proposals for implementing management reforms, aimed particularly at making more efficient use of the Organisation's financial and human resources, for consideration and decision in the first quarter of 2006. To complement the current reviews on oversight and internal justice, on 7 March 2006, the Secretary-General released his report entitled ‘Investing in the United Nations: for a stronger Organisation worldwide,' in which he presented 23 recommendations on how to radically overhaul the rules, structure, systems and culture of the UN Secretariat in six areas: people (proposals 1-4); investing in leadership (proposals 5-7); information and communication technology (proposals 8-10); new ways of delivering services (proposals 11-15); budget and finance (proposals 16-18); governance (proposals 19-21); and change (proposals 22 and 23). Within these categories, the Secretary-General identified a number of goals, which include: better aligning staff skills with current needs; enhancing the Secretariat ' s ability to manage complex operations; delegating management tasks to the Deputy Secretary-General while building middle and senior management capacity; implementing a more integrated system to store, search and retrieve information; exploring new ways of delivering services such as relocation and outsourcing; shortening the cycle for reviewing and adopting the budget with consolidation of budget appropriations; consolidating/streamlining peacekeeping accounts and trust funds; putting in place a stronger monitoring and evaluation framework that better links the budget and planning process more directly with results and managerial performance; and enhancing transparency and accountability of the budget and decision-making processes by improving and putting in place better mechanisms for reporting and interaction. To implement these reforms the Secretary-General has also proposed establishing a temporary change management office.