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Overview of key points made by Member States on Management Reform

8-9 April 2008 Thematic Debate
Towards a Common Understanding on Management Reform

Prepared by the Center for UN Reform Education

INTERVENTIONS BY MEMBER STATES

Following is an overview – by no means exhaustive and the order arbitrary – of key points in statements made by Member States on 8 April 2008. Naturally, some of these reflect diverging views. See the website of the GA President for links to many of the statements.

General remarks

  1. We agreed to management reform at the 2005 World Summit
  2. We are pleased that there is a readiness from all sides to move forward
  3. Reform is an ongoing process, adaptations may be necessary because of new realities
  4. Reform is not an aim in itself
  5. Reform requires political will, flexibility and mutual trust
  6. We should try and avoid the North-South fault line and approach issues with a fresh mindset
  7. Management reform is part of a bigger reform process to make the UN more democratic, effective and representative
  8. Much has been achieved, more needs to be done
  9. Maybe there is a lack of vision of where the organization should be headed in this reform process
  10. We welcome the Four Nations Initiative which explores governance vs management
  11. The implementation of the proposals should be done more quickly
  12. Reform should be the result of intergovernmental processes, involving all Member States
  13. The Fifth Committee is the body where management reform proposals should be discussed
  14. We should be open to other pragmatic review approaches on a case-by-case basis
  15. Policy aspects of reform proposals need to be discussed at the political level besides financial considerations
  16. The reform proposals are all interlinked and an holistic approach is therefore required
  17. A step-by-step approach is preferable, progressing from easier issues to more complex ones
  18. Member States’ ideas and perspectives are needed, especially on governance issues
  19. Continued dialogue is needed among Member States and between member States and the Secretariat in order to build trust, identify common concerns, and agree to steps forward
  20. The UN has a unique character and cannot be approached as if it were a private corporation
  21. Reform measures will require the endorsement of the entire membership and will require increased dialogue and cooperation – it will require consensus

    Mandates/Accountability

  22. Reforming the planning and budgetary process of the UN (incl. results-based management and results-based budgeting) should not change the current decision-making processes
  23. When formulating mandates, duplication and overlap with other mandates should be avoided and cross-cutting issues considered
  24. Mandates should be based on real needs
  25. The formulation, implementation, and evaluation of mandates should be carefully considered
  26. The planning process as to programmatic aspects of the UN’s activities is crucial in the budget process
  27. Evaluation findings should be taken into account when formulating new mandates (feedback)
  28. Member States should be clearer about the objectives and terms of each mandate
  29. Accountability and transparency: improved reporting from the Secretariat to Member States is key
  30. Evaluation should also entail “self-evaluation” by programme managers, using existing guidelines
  31. An effective system to monitor implementation of mandates is needed
  32. Monitoring mandates should be done by periodical reports on the status of implementation or through oral briefings or written notes from the Secretary-General
  33. Member States should consider time-limits for mandates
  34. Defining timeframes may be very ambitious and difficult considering issues of prioritization and allocation of necessary resources – especially when a Member State considers a mandate of particular importance
  35. Establishing criteria for considering a mandate completed will be difficult
  36. Results-based budgeting and results-based management are key
  37. Member States should improve coordination among their delegates who produce the mandates and their fifth committee delegates.
  38. The mandate review should eliminate obsolete, overlapping or redundant mandates. The lack of significant progress in the mandate review is frustrating.

    Human Resources Management

  39. The staff is the most valuable asset of the organization – the implementation of mandates depends on the quality of the staff
  40. We need qualified, motivated and well-managed staff
  41. It is regrettable that the first resumed session was not able to agree on human resources management reform
  42. The myriad of contracts should be streamlined, conditions of service unified, mobility should be done fairly
  43. Recruitment: the UN must ensure equitable geographical and gender representation among its staff. This should not just be left to programme managers.
  44. That so many staff persons are retiring offers a good opportunity to improve the international character of the organization
  45. Senior management positions in important departments should not be exclusively preserved for certain Member States
  46. the National Competitive Recruitment Examination must be strengthened, those who pass the exam should not have to wait so long before being hired. There should be more P2 and P3 positions for those who enter the UN system through exams
  47. Staff members should adhere to the highest standards of efficiency, competence, and integrity
  48. The UN needs young, multi-skilled, versatile, competent, mobile staff
  49. Job descriptions should be less rigid, mobility encouraged
  50. The most important outstanding proposals relate to streamlining the system of contractual arrangements, harmonizing conditions of service, and increasing the effectiveness of UN field missions

    Procurement reform

  51. Much progress has been made on procurement reform
  52. Proper diversification of the origin of vendors in UN procurement is key

    Financial aspects

  53. Existing resources should be efficiently used
  54. Budgets should not be presented in a piecemeal fashion, with add-ons to be approved during the two-year budget cycle
  55. The piecemeal budgeting does not allow prioritizing
  56. There needs to be more discipline in regards to add-ons but they are unavoidable
  57. Budgetary discipline should not be synonymous with sweeping linear budget cuts
  58. Management reform should reduce waste
  59. New mandates will require additional resources
  60. Budgeting requires integrity – budgets should not be ‘padded’
  61. Reform should not be a cost-cutting exercise
  62. The Secretary General should propose off-sets as one of the means for financing new or expanded activities not involving matters of peace and security
  63. Many mandates are funded by extra budgetary resources but these will still require proper oversight to ensure balance in the implementation of all activities of the UN
  64. Management reforms are costly but should be weighed against long-term gains
  65. As many mandates concern new or emerging needs, additional expenditures are unavoidable
  66. When we authorize activities – e.g. Special Political Missions – we should be prepared to fund them
  67. Add-ons should where possible be funded from existing sources or the contingency fund. The Secretary-General should also use the $20 million discretionary funds before asking for additional funds. Otherwise add-ons should be deferred.
  68. Efficient implementation of mandates require adequate resources
  69. The UN should not be brought to the brink of financial insolvency by some Member States
  70. As Member States, we share some of the blame as to inefficiency, because we are the creators of UN mandates

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