1. The Secretary General should undertake take the IPU to parliaments, rather than expecting parliaments to come to it. This meant more, smaller regional conferences focused on the needs of the parliaments in specific regions. 2. The Secretary General should investigate ways in which parliaments with limited budgets could participate more fully in the IPU's activities. This meant that scheduling meetings in such a way that delegations could attend successive sessions in the same venue. In particular, the Secretary General was urged to explore ways of subsidizing the transport costs of delegations which struggled to attend Assemblies and special meetings of the IPU. 3. The IPU should make far greater use of electronic communication. While it was noted that the Secretary General had budgeted for the planned re-launch of the IPU website, more use needed to be made of telephone and video conferencing. It was noted that the IPU had never held a video conference. 4. The IPU should monitor and limit administrative and travel expenses to only those that were necessary for the objectives of the IPU. Every post in the IPU administration should be justified and where possible, posts that had become vacant should be downscaled, absorbed in other posts, or left unfilled for as long as possible. 5. In general, the IPU should monitor whether its expenditure was effective. In this respect, the format of the IPU budget had improved markedly over the years, and the budget now contained columns of Activities, Outcomes and Indicators. However, in order to be an effective tool of assessment the indicators should be SMART - Specific, Measurable, Attainable, Relevant, and Time-bound. The indicators in the budget were in places vague, which made it difficult to assess whether the objectives were being met. Moreover, the budget for the next year needed to contain a report of the extent to which the indicators have been achieved. 6. The IPU should become increasingly project-orientated and partnership- financed. Voluntary funding, currently constituting roughly 20% of the budget, needed to become a much larger part of the IPU's revenue. The IPU needed to become entrepreneurial in sourcing funding and providing services that are relevant to its member parliaments.