REFORMING MANAGEMENT AND OPERATIONS PRACTICES
- Improving accountability and oversight
- Setting the highest ethical standards
- Providing an efficient, transparent and service-oriented Secretariat
- Establishing a mobile, multi-skilled and motivated staff with access to internal justice
- Championing a more integrated UN family approach to achieve common goals
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The Secretary-General has expressed his commitment to an Organization that delivers more effectively. Emphasizing results over rhetoric, the Secretary-General has called for more attention “to getting things done.” A broad range of measures are in different stages of implementation. Taken together, the changes will bolster the building blocks of an effective United Nations, where a global and dynamic workforce of professionals stands ready to respond and work within a transparent and accountable system.
Improving accountability and oversight
“To improve accountability, it is not enough just to talk about it. We must take a deep and detailed look at our internal systems, and examine what practical steps need to be taken to improve them.”- Member States have underscored the importance of greater accountability and oversight in the operational activities of the United Nations.
- The Secretary-General believes that the purpose of management reform goes to the core of the Charter and mission of the United Nations, namely, to better apply the Organization’s resources and staff towards producing results that will improve the lives of people around the world.
- The Secretary-General is committed to strengthening accountability, transparency and performance through consultation, teamwork and mutual support. A tangible manifestation of his commitment has been seen in his launching a consultative process with senior managers to sign annual Performance Compacts with each of them. Following this precedent, the Deputy Secretary-General is engaged in consultations with senior managers to track annual performance management.
- The Management Committee is another key tool to provide strategic direction on management policy and reform-related issues, including key decisions concerning the deployment of resources and budget proposals. It also can ensure adequate institutional follow-up to the recommendations of the oversight bodies (viz., Office of Internal Oversight Services (OIOS), the Joint Inspection Unit (JIU) and the Board of Auditors). This Committee is also chaired by the Deputy Secretary-General.
- The Secretary-General has made recommendations to Member States to strengthen the Secretariat’s accountability through an overarching Accountability Architecture that focuses on achievement of results and management of risks.
- The Secretary-General intends to strengthen accountability by clearly assigning responsibility to individuals for achieving specific results and for identifying and managing risks.
- The UN is upgrading its accounting processes by adopting the International Public Sector Accounting Standards (IPSAS) aimed at improving the quality and transparency of financial reporting. Preparations have already begun, and the UN is expected to be IPSAS-compliant in 2010.
- The overhaul of UN procurement practices is well under way. Vigorous efforts are being made to implement strict controls and guidelines. Professionalism is being enhanced through intensified training and better use of technology, with strengthened emphasis on ethics and transparency.
- The General Assembly will be assisted in its oversight governance functions by the Independent Audit Advisory Committee (IAAC), a new body which started functioning in January 2008. The IAAC will provide advice on audit and oversight functions of several investigative and audit bodies such as the Office of Internal Oversight Services (OIOS) and the Board of Auditors. It will also assist on issues that are directly related to Secretariat accountability, such as suggesting measures to ensure compliance of the Secretariat’s management with audit and oversight recommendations.
- OIOS has initiated several actions for strengthening its Investigation Division – these actions have been presented to the General Assembly. A Professional Practices Section (PPS) was created in the Internal Audit Division and will implement OIOS’ quality assurance programme and risk assessment framework, as well as devising productivity tools for staff. OIOS is in the process of strengthening its internal quality assurance mechanisms.
Setting the highest ethical standards
“I will seek to set the highest ethical standards. The good name of the United Nations is one of its most valuable assets – but also one of its most vulnerable. The Charter calls on staff to uphold the highest levels of efficiency, competence and integrity, and I will seek to ensure to build a solid reputation for living up to that standard. I assure you that I will lead by example.”- The 2005 World Summit Outcome (A/RES/60/1) urged a scrupulous application of existing standards of conduct and the development of a system-wide code of ethics for all United Nations personnel.
- The Secretary-General and the Deputy Secretary-General made their financial disclosures public shortly after assuming office, and have called upon all senior officials to do the same. The requirement for financial disclosures by all senior staff and those with responsibilities for procurement and investment, or with direct access to confidential procurement and investment information is now an established feature of the Secretariat ((ST/SGB/2006/6)). While public disclosure is not a requirement of the UN Financial Disclosure Programme, the Secretary-General had encouraged his senior officials (at the grade of Under Secretary-General [USG] and Assistant Secretary-General [ASG]) to follow his lead and make public, on a voluntary basis, their financial information. The financial disclosure statements of those senior officials who have voluntarily agreed to share it publicly are available on the UN website.
- An independent Ethics Office (Terms of Reference for the Ethics Office) was established in January 2006. The Ethics Office provides confidential advice to staff on ethics and integrity matters, administers the financial disclosure programme and implements the policy on protection against retaliation for reporting wrongdoing or for cooperating with duly authorized audits or investigations, often referred to as protection for "whistle-blowers". All staff are required to take ethics training. A system-wide code of ethics for all personnel of the United Nations is being developed.
- A framework was created in November 2007 (ST/SGB/2007/11 United Nations System-wide application of ethics: separately administered organs and programmes) for a unified set of ethical standards and policies that extend to the UN Funds and Programmes. Fundamental to this was the creation of the UN Ethics Committee which came into existence in January 2008. Its mandate is to establish a unified set of ethical standards and policies and consult on certain important and particularly complex issues raised by any Ethics Office or the Chairperson of the Ethics Committee, and which have UN system-wide implications. This will help ensure coherent application of ethical standards within the United Nations.
- UN Funds and Programmes can create their own Ethics Offices – or be covered by the UN Secretariat’s Ethics Office. Where a fund or programme has established an ethics office, that office is mandated to function independently and report directly to the Executive Heads. If a fund or programme has not appointed or designated an Ethics Officer by January 2008, the Ethics Office of the United Nations Secretariat will discharge the duties set out in the Bulletin until an appointment or designation is made by the fund or programme. In the absence of a fund or programme having in place a protection against retaliation policy, staff members of the fund or programme may request protection from retaliation as provided for in a Secretary-General’s Bulletin ST/SGB/2005/21.
- In the interests of oversight and transparency, a summary of any cases referred to the Chair of the Ethics Committee, by a staff member of a Fund or Programme, must be included in the Annual Report to the General Assembly of the UN Ethics Office. The Ethics Committee began its work in January 2008.
Providing an efficient, transparent and service-oriented Secretariat
“To do the job expected of it, the UN needs a strong, robust empowered Secretariat. My vision is an administration focused on results – efficient, directed, pragmatic and accountable.”- Information and Communication Technology (ICT) will be a critical instrument for modernizing the United Nations and supporting management reform processes. One key element will be the introduction of an Enterprise Resource Planning (ERP) system. By integrating globally all information on human, financial and physical resources of the Organization, such a system will enable more efficient and effective management, better reporting and more streamlined and automated processes. The UN’s first Chief Information Technology Officer assumed his new functions in August 2007. A comprehensive proposal by the Secretary-General on an ICT governance framework and strategy will be presented to the General Assembly in the first half of 2008.
- The Secretary-General has also created a High-level Task Force on Change Management with the task of streamlining rules in order to achieve greater simplification, rationalization, transparency and accountability.
- The General Assembly approved in December 2007 a revised plan for the physical renovation of the UN Headquarters complex. Under the Capital Master Plan (CMP), “going green” is an important aspect of the Plan. The UN would become significantly more energy efficient. The project is expected to commence in 2008 and be completed by 2013.
Establishing a mobile, multi-skilled and motivated staff
with access to internal justice
"If we are to attract, recruit and keep the high quality staff the UN needs, we must change our human resources framework and move away from rules that are anchored in the past."- The staff profile of the UN has changed dramatically. With over 60 per cent of the staff now working in the field, the Secretary-General has taken a number of steps to make the Secretariat more mobile and multi-skilled.
- The Secretary-General is committed to staff mobility, including limits on the amount of time a staff member can spend in the same post, along with providing opportunities to develop and acquire additional skills in order to facilitate career advancement and meet the UN’s changing priorities.
- It is imperative to attract, recruit and retain high quality staff. Plans are going forward to develop a new information technology tool for talent management. This should be in place in 2008 and will provide a more user-friendly and flexible tool for systematic and efficient management of human resources.
- On the training side, the Secretary-General is fully committed to supporting continuous learning for all staff members of the Organization. Efforts will continue throughout 2008 and beyond to ensure that staff members are provided with opportunities through the Career Resource Centre to develop and enhance skills, knowledge and competencies required for career development.
- The Secretary-General and the Deputy Secretary-General have made intensive efforts to meet with staff at all major duty stations in an effort to gauge the kinds of difficulties experienced by the UN workforce and to respond to these concerns.
- The Secretary-General has submitted to Member States proposals to streamline contractual arrangements for staff working for the United Nations Secretariat at Headquarters and in the field.
- The General Assembly approved in principle in April 2007 the creation of a “new, independent, transparent, professionalized, decentralized and adequately resourced system of internal justice.” Operational details of the new system, including funding, were approved by the General Assembly in December 2007. This will include a two-tier formal system of administration of justice, composed of a United Nations Dispute Tribunal and a United Nations Appeals Tribunal. The United Nations is currently seeking candidates to serve as judges of those Tribunals.
- This new system of internal justice will be critical to management of staff and resolution of employment disputes in a speedy, fair and objective manner. A strengthened, integrated Ombudsman’s Office and creation of a Mediation Division will be key pillars of this new system which would also aim to decentralize the administration of justice. It is expected that the new system will be in place by January 2009.
Championing a more integrated UN family approach to achieve common goals
"In an ever more interdependent world, a coherent and strong United Nations is needed to meet an immense set of global challenges and a wide diversity of needs. It should respond to the diverse needs of countries and perform as one at the country level, and have the governance, management and funding practices in place to support those efforts."
The Secretary-General has highlighted the need for the UN development system to "deliver as one" integrated entity. To accomplish this, system-wide coherence throughout the processes of management and policy development is essential. The UN system must also work together more effectively to support national efforts to achieve the internationally agreed development goals, including the Millennium Development Goals (MDGs).
- Welcoming the far-reaching proposals of a blue-ribbon advisory group called the High-Level Panel on System-wide Coherence, the Secretary-General pressed the fact that putting in place these changes will demand not only strong and sustained support from Member States, but also collective leadership and ownership within the UN system. The panel report (Delivering as One) advances a vision of a harmonized and accountable UN system and is under review by Member States. The panel recommended that the activities of multiple UN agencies be consolidated at the country level, with a single budgetary framework where possible; and that leadership on humanitarian and environmental activities be strengthened. It further suggested the creation of both a new funding system and a new institutional architecture to deal with gender issues.
- Thus, in line with the vision of the High-Level Panel on System-wide Coherence, the Secretary-General has begun working with Member States and the UN system (A/61/836) to enhance system-wide coherence in areas of development, humanitarian support and the environment, especially at the country level.
- The "One UN" pilot programme launched in eight countries will attempt to test how the greater UN family can ensure efficient and more effective development operations, while aiming to speed up activities to help achieve the Millennium Development Goals (MDGs). Countries rich and poor will benefit if the United Nations can make the delivery of its operations in the fields of development, humanitarian assistance and the environment more streamlined and efficient.
- Strengthening and making full use of existing coordination structures, such as the Chief Executives Board (CEB): A thorough review of the functioning of the CEB has been undertaken with the objective of strengthening the CEB as the principal coordination mechanism within the UN System under the leadership of the Secretary-General. The Review has resulted in the strengthening and clarification of the role of the CEB which will bring together UN system-wide coordination in programme and policy issues, harmonization of system-wide business practices, and a coordinated approach to operational activities at the country level. A revitalized CEB will create a more coherent, efficient and transparent approach to system-wide work.
- Harmonization of business practices: Under the leadership of the Secretary-General, Executive Heads in the UN System have endorsed an ambitious initiative developed by its High-Level Committee on Management that will undertake the harmonization and reform of business and administrative practices throughout the UN System. Efficient business practices are expected to play an essential role in delivering better substantive outcomes and cover the major management functions of human resources, ICT, and finance and budget.
- Harmonization of UN support to climate change: In recognition of the central importance of the challenge posed by climate change to the international community, the CEB is bringing together the diverse expertise and capacity of the UN system aimed at a coherent approach to more effectively support the efforts by Member States to address this critical issue. The Secretary-General presented the outline of the CEB approach at the UN Climate Change Conference in Bali (December 2007).
- Moreover, during the General Assembly’s 61st session the Secretary-General and the Deputy Secretary-General proposed ideas to Member States on how to strengthen the United Nations gender architecture to boost the Organization’s ability to deliver on gender equality and empowerment of women. These efforts will continue during the 62nd session.
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