Showing posts with label accountability. Show all posts
Showing posts with label accountability. Show all posts

Friday, January 18, 2013

Joe Torsella - UNDP's best friend come to rescue Helen Clark

Only in need you understand who your real friends are ...

So how do you save Helen Clark's ass - when the whole world is reading a damning report about her systemic failures in poverty flagship programme ?

WHAT YOU DO ?

You tell her to start publishing even a single "Internal Audit" (possibly with a great rating - with no findings - so no one gets hurt) just so we can start turning the attention from the bad review on $$Billions thrown away on the name of Poverty Eradication - to UNDP's "Highest Standards of Transparency and Accountability"





Wednesday, September 26, 2012

How can Canadians afford Julian Fantino's continuing throwing $134.8 Millions to UNDP without accountability and transparency? Say "STOP" to Canadian government throwing your money away to unaccountable and non transprent UN Agencies like UNDP !

Click here to read this @ 4-traders.com: http://www.4-traders.com/news/UNDP-United-Nations-Development-Programme-UNDP-thanks-Canadian-Government--15225668/

UNDP - United Nations Development Programme : UNDP thanks Canadian Government

09/26/2012 | 02:39am US/Eastern
25 September 2012

New York - Canada's Minister of International Cooperation Julian Fantino and the United Nations Development Programme (UNDP) Administrator Helen Clark met today in the wings of the UN General Assembly to discuss ongoing cooperation and issues of common concern.

Renowned for its leadership in promoting human development at home and internationally, Canada is a long-standing core partner of UNDP and has a strong presence on UNDP's Executive Board. In 2011, Canada disbursed US $134.8 million to UNDP activities mainly in the most vulnerable countries.


Major democratic governance initiatives in Afghanistan and Haiti are notable recipients of Canadian Government support.


During the meeting many issues were raised, including resilience building in fragile settings, democratic governance, gender empowerment, accelerating achievement of the Millennium Development Goals and the post-2015 development agenda.


Helen Clark thanked the minister for Canada's strong support for development.


"As one of our largest contributors, Canada is a critical ally in providing UNDP with a predictable funding base so that we can plan ahead effectively and deliver development results where they matter most," Helen Clark said.


Risk management, cost effectiveness and other approaches to improve programming and coordination are also key priorities for the Canada and UNDP partnership.

Canada is ranked sixth on UNDPs most recent annual Human Development Report.

Click here to read this @ 4-traders.com: http://www.4-traders.com/news/UNDP-United-Nations-Development-Programme-UNDP-thanks-Canadian-Government--15225668/

Thursday, September 22, 2011

Ban Ki Moon under major pressure from top-5 donor nations - promises substantial Staff cuts and hiring freeze

Sources of UNDPWATCH report that Ban Ki Moon and his entourage faced a fierce criticism from some top donor governments this Monday afternoon. Powerful leaders pressured Ban Ki Moon and demanded that he keep the promises he made before swearing in for his 2nd term.

As reported one UN Member nation, who pays close to 7% of UN bills, reminded Ban Ki Moon that: - "it could be easier than the Palestine vote -- to change a Secretary General", if his team will not deliver in substantial costs reductions across UN universe.

We are told that Team Ban, has immediately put forward some "proposals" among which are:

- No promotion for all D (level) and above;
- Freeze of all hiring across UN and Funds and Programmes until a review of structures is undertaken;
- Bring all UN Funds and Programmes under One Treasury Functions;
- Restructure all UN Trust Funds;

Team Ban has complained that they are finding tough resistance from various UN Funds and Programmes in changing the way they work. Many of them bring up legal barriers and claim independence from UN Secretary General, thus opting out of any drastic changes.



Thursday, September 1, 2011

Germany's Mission to U.N. unwilling to demand and implement accountability reforms

Claudia Schwegmann
Realistically?? No! Do not think so, unless there is much more pressure from civil society here!

Wednesday, June 8, 2011

UNDP's failure to produce & publish (as promised) its project budget details, is derailing donor's ability to account for funds back home

Why should aid be transparent?

CLICK HERE FOR MORE AT AIDINFO.ORG

Watch this new video from the Make Aid Transparent campaign. It explains why aid should be transparent and who can benefit from it.

Thursday, March 11, 2010

The U.S. Should Set Rigorous Standards for U.N. Aid to North Korea

Although Iran's attempt to develop a nuclear weapon is garnering most of the world's attention, the U.S. should not lose sight of the fact that North Korea already successfully detonated two nuclear devices on October 9, 2006, and May 25, 2009. Indeed, the U.S. believes North Korea has enough plutonium for at least half a dozen nuclear weapons[1] and has been striving to develop an intercontinental ballistic missile capable of delivering these weapons by testing its long-range Taepodong-2 missiles twice in recent years.[2]

North Korea's actions have violated numerous United Nations Security Council resolutions. In response to the 2006 missile and nuclear tests, the Security Council passed resolutions 1695 and 1718, which directed that North Korea "suspend all [ballistic missile] activities [and] abandon all nuclear weapons and existing nuclear programs." The Security Council unanimously condemned the 2009 nuclear test in resolution 1874 and strengthened existing sanctions[3] to ban all weapons exports and imposed travel restrictions and froze the assets of government officials and businesses.[4]

To its credit, the Obama Administration has taken a firm line with North Korea. The White House has refused to indulge Pyongyang's trademark strategy: initiating provocative actions in order to secure concessions. The Administration has also rejected North Korea's demand that the U.S. enter into bilateral negotiations.[5] Considering North Korea's clear opposition to disarming[6] and reports that North Korea is evading U.N. sanctions,[7] America's tough stance is appropriate.

Yet given its otherwise firm stance toward Pyongyang, it is curious that the Obama Administration, as well as Congress, is not more wary of supporting development and humanitarian assistance to North Korea. For example, despite the poor prospects for fruitful negotiations and Pyongyang's history of misusing aid, the U.N. Development Program (UNDP) and other U.N. entities continue to provide assistance to that country. The U.S. should use its influence to curtail this assistance, which can be diverted and misused by the North Korean government, and ensure that it is subject to rigorous monitoring and verification standards.

The U.N. and North Korea

Despite condemning North Korea's violation of multiple Security Council resolutions, several U.N. organizations remain involved in North Korea, including the World Food Program (WFP),[8] UNICEF,[9] and UNDP. The linkage between humanitarian or development efforts and security concerns need not be explicit.[10] However, the tight control the North Korean government imposes on its citizens and over the in-country activities of non-governmental organizations and international organizations providing humanitarian and development assistance should raise concerns about the benefit of such assistance to the North Korean people.

Humanitarian Assistance. Many argue that the U.S. should continue to support the U.N.'s humanitarian work in North Korea regardless of Pyongyang's actions. For instance, U.N. Under-Secretary-General for Political Affairs Lynn Pascoe recently stated, "These are human beings that need the food. It's not the political system. This shouldn't be argued in a political way."[11]

There is little doubt about the suffering of the North Korean people. However, it is the repressive policies of the North Korean government that have most directly contributed to the country's food shortage by constraining internal and external trade and inhibiting private production.[12]Moreover, although the U.N. is currently providing "nutritional supplements to as many as 1.3 million of North Korea's 24 million people,"[13] the overall U.N. effort was dramatically scaled back last year after North Korea informed WFP and the U.S. to reduce and end, respectively, provision of food assistance and ordered five non-governmental organizations involved in distributing the food aid to leave the country.[14] Considering the situation, it is hard to separate the suffering of the North Korean people from the political decisions of the government.

An additional concern is tracking and accounting for international food assistance. Pascoe has argued that "our people believe they have a very clear idea of who's using the food, where it's going, and it's really for the good of the people who need it most."[15] But a 2008 South Korea news story reported that "South Korean military authorities have known since 2003 ... that North Korea has transported rice supplied by the South for humanitarian purposes to frontline units of the North Korean Army."[16] The ability to track such assistance needs to be enhanced if donors are to be confident that humanitarian assistance benefits the people of North Korea--not the government.

Although politically difficult, it is eminently reasonable for the U.S. and other nations to deny additional food and humanitarian assistance to North Korea until the government agrees to rigorous, transparent monitoring standards and delivery verification. Such standards should, at a minimum:

  • Allow donors to use international staff and Korean speakers throughout their North Korean operations;
  • Grant complete and free access to projects, distribution centers and aid recipients to ensure that aid is not being diverted by the North Korean government; and
  • Not impede non-governmental organizations helping to deliver aid and assess need.

UNDP. It is even more reasonable for the U.S. to demand that the UNDP executive board rescind its January 2009 decision to renew UNDP activities in North Korea. Information provided by whistleblowers to the U.S. Mission to the United Nations led the mission to investigate the UNDP program in North Korea. The information gleaned from these inquiries and subsequent media attention led the UNDP executive board to suspend its activities in North Korea in March 2007.

Subsequent reports by the Permanent Subcommittee on Investigations of the U.S. Senate[17] and an independent audit commissioned by UNDP[18] confirmed that deficiencies in UNDP rules, procedures, and management permitted North Korea to dictate the composition of UNDP staff, access hard currency, and avoid standard monitoring procedures for projects and financial transactions.

After securing assurances from UNDP on a number of measures (ranging from ineffectual to potential improvements[19]) to prevent further mismanagement, the UNDP executive board voted in January 2009 to resume activities in North Korea.[20] UNDP returned to North Korea in September 2009,[21] and in December 2009, UNDP Administrator Helen Clark announced that UNDP will start "with a small program--around $2.5 million a year and a very small number of employees."[22] UNDP had three foreign staff and 13 North Korean staff in place as of December 2009, and the office will be fully operational in February 2010.

This decision should raise alarm bells among those concerned with pressuring Pyongyang to abandon its nuclear program. As confirmed in both the Senate and independent UNDP audits, the North Korean government was able to circumvent the U.N.'s anti-proliferation sanctions under the previous UNDP program and secure "dual-use" technology (including computers, software, satellite-receiving equipment, and spectrometers) that could be used for its nuclear and military programs. The nature of the North Korean regime makes abuse a near certainty.

Any U.S. Administration interested in ending North Korea's nuclear program should demand a freeze on UNDP activities as long as North Korea remains in violation of Security Council resolutions. This is doubly the case since the seven UNDP projects,[23] unlike food aid, would not focus on relieving the suffering of those most affected by the depredations of the North Korean government: the people of North Korea.

Bringing Pressure to Bear

A recalcitrant and unrepentant North Korean regime should not be rewarded. Although under the right circumstances humanitarian assistance could alleviate the suffering in North Korea, the U.S. and other countries are justified in demanding assurances that their charity is not being misused. Suspending UNDP programs in North Korea should be even less controversial since these programs are not focused on immediate relief.

The U.S. is a major contributor to and sits on the executive boards of UNDP, WFP, and UNICEF. The Obama Administration, bolstered by financial incentives from Congress, should demand that these organizations curtail or suspend their North Korea programs until rigorous, transparent monitoring standards and delivery verification are implemented and, in the case of UNDP, suspend all activities until Pyongyang complies with Security Council resolutions and ends its nuclear program.

Brett D. Schaefer is Jay Kingham Fellow in International Regulatory Affairs in the Margaret Thatcher Center for Freedom, a division of the Kathryn and Shelby Cullom Davis Institute for International Studies, at The Heritage Foundation and editor of ConUNdrum: The Limits of the United Nations and the Search for Alternatives (Rowman & Littlefield Publishers, 2009).

N.Korea launches bank to woo foreign capital

SEOUL — Sanctions-hit North Korea on Wednesday formally launched a development bank aimed at attracting foreign funds to revive its economy, state media reported.

Directors of the State Development Bank held their first meeting to elect officers and decide on a management structure and annual budget, the Korean Central News Agency said.

The bank, set up on the orders of leader Kim Jong-Il, will have "advanced banking rules and system for transactions with international monetary organisations and commercial banks," the agency said.

It would invest in major projects and act as a commercial bank.

The bank is the latest move by the North to revive its ailing economy and rebuild crumbling infrastructure. In January it upgraded the status of Rason, a free trade zone near the border with China and Russia, to boost foreign trade.

Tougher United Nations sanctions imposed after missile and nuclear tests last year restrict access by the impoverished communist state to international credit, and ban its lucrative weapons exports.

A UN resolution instructs member states and international bodies not to make new grants or loans except for humanitarian and developmental purposes "directly addressing civilian needs."

The UN could ease or roll back the sanctions if the North decides to rejoin six-party nuclear disarmament talks and makes substantial progress towards scrapping its nuclear programmes.

The North is under diplomatic pressure to return to the nuclear dialogue which it quit last April. It says the United States should first commit to holding talks on a peace treaty to formally end the 1950-1953 Korean War.

Analysts have said the decision to found the development bank shows leader Kim is confident the six-party talks will eventually produce a settlement.

The board is made up of members of the National Defence Commission (NDC), the nation's top ruling body; the Korea Asia-Pacific Peace Committee, a state agency in charge of exchanges with South Korea; the finance ministry; the Korea Taepung International Investment Group and two independent directors.

NDC representative Jon Il-Chun was elected director-general and Pak Chol-Su, described as a Korean resident in China, as his deputy.

Hawaii congressional candidate Djou warns against ‘the nutcase in Pyongyang’

The Daily Caller

Hawaii congressional candidate Charles K. Djou, who aims to become his state’s second Republican ever to serve in the House, says that despite all the tough talk on Iran, the real threat to the country comes from “the nutcase in Pyongyang.”

“I’m far more concerned about a nuclear bomb landing in Honolulu [from North Korea],” a fired-up Djou said Monday night, arguing the country’s leader, Kim Jong-il, has 20 bombs capable of striking Hawaii.

While admitting an attack by Tehran “would be bad,” he said it would likely target Israel and not the United States, and thus Kim Jong-il is a greater threat to America than Mahmoud Ahmadinejad. Djou said all foreign aid to North Korea should be halted, and the same type of pressure put on Iran by the United States should be placed on Kim.

Djou, who has been described in the media as “the next Scott Brown,” is running in May’s special election for a seat long-held by Democrats but now within reach for Republicans following the resignation of Rep. Neil Abercrombie, who gave up the seat to run for governor.

Like Brown, Djou bills himself as opposing Obama’s health-care bill, but is more moderate than other Republicans on social issues. He supports repealing the military’s “Don’t Ask, Don’t Tell” policy and says Roe v. Wade shouldn’t be overturned.

Asked about the comparisons with newly installed Massachusetts senator, Djou pointed out other superficial similarities: Both are lawyers, both have two daughters and both have military backgrounds. But there’s one thing the Hawaiian candidate said he doesn’t have in common with Brown, who in his youth infamously posed for Cosmopolitan magazine: “no nude photos of me anywhere.”

During a meeting with several reporters at a Washington steak house, he said “nothing can make me more proud” than for a Republican to represent Obama’s home district — and that it could have broader political reverberations outside Hawaii.

“It really makes a statement that no Democratic seat in the country is safe,” he said.

He is the only Republican contender among the two other candidates: State Senate President Colleen Hanabusa and former Hawaii Rep. Ed Case, both Democrats. “They dislike me,” he said of his opponents. “But they really hate each other.”

Neither could be reached for comment.

Djou, a Honolulu city council and former state House representative, was in Washington this week to raise money and meet with national Republicans, though he was quick to say he does “not covet, and I do not seek national support.” Though he said he’s happy to get whatever help he can get, most of the money he has raised — 94 percent of it — has come from inside Hawaii.

Gautham Nagesh contributed to this report.

Wednesday, March 10, 2010

Stop throwing money away in Haiti

ANDRES LEIGHTON / Associated Press
A woman and her baby peer out from their door at a camp for earthquake survivors set up in the Petionville Golf Club in Haiti.
Published: Monday, March 8, 2010 at 3:00 a.m.
Last Modified: Friday, March 5, 2010 at 3:59 p.m.

Dozens of governments and aid groups are scheduled to meet at the United Nations later this month to pledge millions, perhaps billions, in assistance to Haiti. My advice to many of those donors: Stay home.


Sure, everyone wants to help rebuild Haiti and finally turn the country into a thriving, self-sustaining state. But after decades of effort, many of the donors themselves have concluded that it’s a Sisyphian task without end. By late January, more than $1 billion had been pledged for emergency earthquake recovery. From 1990 through 2009, donors spent nearly $5 billion on projects there, nearly all of it for naught.

The last event to prompt a spasm of foreign aid came in 2004, after Hurricane Jeanne devastated the island and left 700 people dead. The United Nations asked donor countries to provide $59 million in aid.

That effort spawned introspection because, once again, a flood of money had not changed facts on the ground at all. Haiti remained the poorest nation in the Western hemisphere. Almost 30 percent of the children still were victims of stunting, meaning they did not grow, mentally or physically. Ten percent still suffered from wasting, meaning they were, essentially, starving to death.

By 2006, the National Academy of Public Administration, a nonpartisan, U.S. government-funded agency, had completed a comprehensive report titled “Why Foreign Aid to Haiti Failed.” Its preface states: “This paper explains why, after consuming billions in foreign aid over three decades and hundreds of millions specifically for democratization programs, not to mention billions for other programs, Haiti remains politically dysfunctional and impoverished.”

The report’s conclusion, put simply: Haiti has no government to speak off. The state offers “dysfunctional budgetary, financial or procurement systems making financial and aid management impossible,” the World Bank reported in 2005. The National Academy described secret, off-the-books budgeting, “sole source contracts and unadvertised bidding” as well as government spending policies that “make it virtually impossible to identify fund uses, beneficiaries or impact.” Meanwhile, “budget reductions and low salaries drove away most finance professionals.”

All of that screamed: corruption! In fact, at the time of the National Academy report, Transparency International ranked Haiti the most corrupt nation on Earth. (Since then Haiti has climbed up a few notches, bettered by two other American client states, Iraq and Afghanistan.) Why do you think Haiti’s opposition leaders are clamoring to get involved in the foreign-aid funding debate? Perhaps some of them want a voice in rebuilding the nation. More likely, they want direct access to the cash. Rene Preval, the Haitian president, is not letting them in the door. He may be ineffectual, but he’s not stupid.

Even without the corruption problem, how can an aid group do anything useful — build a school, set up a health clinic — without involving the government in deciding where the school, or clinic, should go and who the teachers, or doctors, will be? How will the school get textbooks, where will the clinic get its medications and supplies? In 1998, the U.S. Agency for International Development concluded that “Haiti’s public institutions were too weak and ineffective to provide the level of partnership needed with USAID or other donors to promote development.” Almost 10 years later, the World Bank found “a total mismatch between levels of foreign aid and government capacity to absorb it.”

The U.S. State Department classifies Haiti as one of the world’s two least functional nations. The other is Somalia, which also has next to no government. So when the donors meet at the United Nations later this month, what should they do? Give up on good governance projects, a favorite of NGOs. Decades of effort have accomplished practically nothing. As the World Bank put it, “projects in Haiti have unusually low outcome ratings, along with very limited institutional-development impact.”

What the world should do is what it has been doing since the earthquake on Jan. 12: Supply emergency food, clothing and medical supplies. Help Haitians rebuild the homes, schools, medical facilities and other infrastructure that collapsed in the quake. Reunite families; help orphans find homes.

Former presidents George W. Bush and Bill Clinton, who were asked to serve as the chief fundraisers for Haiti, argued in a New York Times op-ed article that it was time the West gave enough money “to help the Haitian people realize their dream for a stronger, more secure nation.” That’s fine. But learn from the recent past. Don’t throw money at programs that have been proved to produce no useful results.

Joel Brinkley, a former foreign correspondent for the New York Times, is a professor of journalism at Stanford University. From McClatchy-Tribune News Service.

Tuesday, March 9, 2010

UN agency punished Somalia whistleblower

The United Nations logo on the back wall of the General Assembly Hall of the United Nations is seen from the floor May 12, 2006 at the United Nations headquarters in New York.

LONDON - The United Nations Ethics Committee has upheld complaints by a former employee of the UN Development Program who said he suffered retaliation from the UNDP for alleging that its Somalia program was corrupt.

The man, Ismail Ahmed, was transferred to another office without proper visa support, and the UNDP Somalia office later told a potential employer not to hire him because of his "silly non-proven accusations", Ethics Committee Chairman Robert Benson found in a report seen by Reuters.

Ahmed has identified one of the main authors of the retaliation as Eric Overvest, a Dutch national who is now in charge of the UNDP office in earthquake-stricken Haiti.

Ahmed's case has been supported by the U.S.-based Government Accountability Project (GAP), a non-profit organization which backs whistleblowers in exposing corruption.

"A retaliator in Dr. Ahmed's case was promoted and transferred to Haiti, where he was the Country Director for UNDP at the time of the devastating earthquake there," GAP said in a statement issued to Reuters.

"The move is a cause for concern as the ability of UNDP to monitor the disbursement of aid in Haiti has been severely compromised by the chaotic aftermath of the disaster."

UNDP spokesman Stephane Dujarric said that following the Ethics Committee ruling, "the matter of individual accountability" for the retaliation against Ahmed had been referred to the UNDP's Office of Audit and Investigations.

"As that aspect is currently pending, UNDP is not in a position to comment further," he said.

He described Overvest as talented, dedicated and skilled in dealing with countries in crisis.

"We are extremely pleased with his critical work in Haiti, where he has been UNDP's Country Director since 2009. Our investigation found no involvement on his part in any of the alleged corrupt activities," Dujarric said.

Overvest did not respond to emailed questions from Reuters on Tuesday. Dujarric said he would not be available for comment.

"SILLY ACCUSATIONS"

Ahmed says it was Overvest, then a deputy country director in the UNDP Somalia program, who flew to Dubai in November 2007 and told the Somali Money Transmitters Association not to take him on as a consultant.

The UN Ethics Committee chairman's report did not mention Overvest by name, but upheld Ahmed's complaint of damage to his professional reputation.

"It is therefore concluded that the UNDP Somalia Country Office as a retaliatory act communicated quite openly in relation to the consultancy contract that 'UNDP cannot accept Ahmed, who is making all these silly non-proven accusations, to work on a project UNDP was funding'," it said.

Ahmed, a British national, worked for the UNDP from 2005-7 on a program to prevent Somalia's money transfer system from being abused for money laundering and terrorist finance.

The Ethics Committee report upheld three of his complaints of retaliation but rejected four others, including allegations relating to the withholding of payments and non-renewal of his contract. Ahmed was awarded undisclosed compensation last month.

In his whistleblowing dossiers, first reported in May 2008 by Reuters, he alleged the existence of fraudulent payments and bogus contracts in the UNDP Somalia program and said it had supported a company with suspected links to Islamist militants.

The company, Dalsan, collapsed in May 2006 and depositors lost more than $30 million, a blow to the Somali economy which depends heavily on remittances from nationals living abroad. The country faces an Islamist insurgency and has become a haven for pirates who extort huge ransoms by hijacking ships.

UNDP spokesman Dujarric said the agency had given "due consideration" to the corruption allegations and engaged an independent international forensic company to investigate them.

"The results of the investigation were that no corruption had occurred," Dujarric said, declining to name the investigating company or release the report.

Ahmed described the finding as "incredible", adding: "The fact they have refused to share any information clearly shows they have something to hide."

GAP International Program Officer Shelley Walden said it was unclear how widely or narrowly the UNDP was defining corruption.

"To a certain extent, this is a semantic trick bag as, strictly speaking, no UN agency finds that corruption has occurred. UN investigators are not agents of law enforcement . . . Legally, UNDP neither clears nor arraigns anyone," she said. GAP urged the UNDP to make its report public.

"In the absence of the investigative report, GAP cannot determine if there was a good faith effort to investigate Mr. Ahmed's disclosures," Walden told Reuters. "Indeed, a failure to disclose it suggests that UNDP is trying to hide something or inappropriately protect a malefactor."

Budget Committee Takes Up Secretary-General's Report on Proposed Accountability System for United Nations Secretariat

Responding to the Secretary-General's report on a proposed "accountability system", speakers in the Fifth Committee (Administrative and Budgetary) today urged that more attention be given to what the United Nations leadership could do to foster a sense of personal responsibility among staff, in order to better address what some saw as weak links between resource allocation and desired results.

(Media-Newswire.com) - Responding to the Secretary-General’s report on a proposed “accountability system”, speakers in the Fifth Committee ( Administrative and Budgetary ) today urged that more attention be given to what the United Nations leadership could do to foster a sense of personal responsibility among staff, in order to better address what some saw as weak links between resource allocation and desired results.



Presented by Angela Kane, Under-Secretary-General for Management, the report included a definition of accountability for the Secretariat that drew on existing definitions used by funds and programmes, such as the United Nations Development Programme ( UNDP ) and the United Nations Population Fund ( UNFPA ), as well as by international institutions such as the World Bank, the Organisation for Economic Co-operation and Development ( OECD ) and the European Union.



The report defines accountability as “the obligation of the Organization and its staff members to be answerable for delivering specific results that have been determined through a clear and transparent assignment of responsibility”, and included, among other things, “accurate reporting on performance results, stewardship of funds, and all aspects of performance in accordance with regulations”.



As described by the report, she said the proposed a system of accountability would be based on six interrelated components. It would be underpinned by the principles of the United Nations Charter and the Secretariat’s covenant with Member States, as presented through the strategic framework, programme budget and peacekeeping budget. The system would focus on delivery of results and have a well-functioning process of internal controls, while laying emphasis on ethical standards and good oversight.



To implement the system, the report recommends the establishment of a Results Management Unit in the Office of Programme Planning, Budgets and Accounts of the Department of Management. It also recommends that an Enterprise Risk Management and Control Section be established in the Office of the Under-Secretary-General for Management. Listing its other recommendations, Ms. Kane said the report suggests better integration of the Senior Managers’ Compact with the Organization’s overall objectives, and that a mechanism be proposed for relating the findings of the system of Administration of Justice to staff assessments. It also drew attention to the need to streamline the various mechanisms for delegating authority.



The definition of accountability proposed in the report was not perfect, Ms. Kane admitted. But, she stressed that the United Nations’ accountability systems, instruments and tools must continually evolve. “‘Accountability’ is a dynamic concept,” she said. “What is acceptable now might not be acceptable tomorrow”.



Responding, several speakers said that the Secretary-General’s report on accountability fell short of expectations, because its definition of accountability was limited, and did not place enough importance on the personal responsibility of staff members in their decision-making.



The representative of Yemen, speaking on behalf of the “Group of 77” developing countries and China, noted that the section of the report that dealt with the oil-for-food scandal had charged the scandal to a lack of resources for audits and oversight review, while ignoring a more fundamental issue ‑‑ that of the personal responsibility of United Nations staff.



Echoing the opinion of several others, the Republic of Korea stressed that, if the staff mindset did not change, an accountability framework alone would not create a sense of accountability, rendering the Secretary-General’s proposed measures useless. As a way of strengthening accountability, he suggested that the current performance appraisal system be reformed, and that staff who did not meet its criteria should be forced to leave the Organization, regardless of their contractual type. “The Organization should no longer be a safety net for those who could not show competency,” he said.



The representative of New Zealand observed that, while the legal and regulatory framework could be well developed, its rigorous application through sustained senior leadership would always be a critical factor in efforts to improve the performance of the Secretariat. He believed that the Secretary-General and his senior team had a critical role in strengthening the Organization’s accountability framework, to ensure that the Organization’s limited resources were used efficiently and for the purposes that they were provided.



Susan McLurg, Chair of the Advisory Committee on Administrative and Budgetary Questions ( ACABQ ), presented that Committee’s view on the report, saying it was “a good basis for moving forward”, but the Committee stopped short of recommending the establishment of either an Enterprise Risk Management and Control Section or a Results Management Unit. Also, the ACABQ was not in a position to recommend the endorsement of the six elements of accountability, believing they were not fully developed.



Also speaking today were the representatives of Spain ( on behalf of the European Union ), Côte d’Ivoire ( on behalf of the African Group ), United States, Singapore, Japan, Switzerland and Mexico.



Inga-Britt Ahlenius, Under-Secretary-General for Internal Oversight Services ( OIOS ), introduced the OIOS report on the review of the practice of the Secretariat regarding the sharing of information included in reports of consultants on management-related issues.



The Committee will meet again on 10 March to take up the conditions of service of ad litem judges on the International Criminal Tribunals for Yugoslavia and Rwanda, and revised estimates in the 2010-2011 biennium budget.



Background



The Secretary-General’s report, towards an accountability system in the United Nations Secretariat ( document A/64/640 ), responds to issues raised in General Assembly resolution 63/276, regarding accountability, enterprise risk management and internal control and results-based management. The report proposes a new definition of “accountability”:



“Accountability is the obligation of the Organization and its staff members to be answerable for delivering specific results that have been determined through a clear and transparent assignment of responsibility, subject to the availability of resources and the constraints posed by external factors. Accountability includes achieving objectives and results in response to mandates, fair and accurate reporting on performance results, stewardship of funds, and all aspects of performance in accordance with regulations.”



The report recommends establishing a Results Management Unit in the Office of Programme Planning, Budgets and Accounts of the Department of Management. It also recommends that an Enterprise Risk Management and Control Section be established in the Office of the Under-Secretary-General for Management to conduct strategic and operational planning, operational and financial management, and performance measurement and management.



Member States are asked to endorse the components of an Accountability System for the Secretariat, which is based on a concept of accountability devolved from the Charter of the United Nations; the covenant with Member States to commit to achieving certain results that have been mandated by those States; the delivery of results and performance ( including a system of rewards and sanctions ); the use of internal systems and controls; the implementation of ethical standards and integrity; and the fulfillment of oversight roles and functions.



The report says an interim performance report was produced covering the first year of the biennium 2008-2009 as a trial, and the Secretary-General now proposes to supplement the biennial programme performance report with an interim report at the end of the first year of each biennium. For their part, Member States are requested to continue supporting the implementation of Umoja, the enterprise resource planning project that seeks to link resources to objectives. Also, they are asked to continue supporting the work of the oversight bodies of the United Nations; similar support is urged for the Management Committee, which feeds the findings and recommendations of the oversight bodies into executive management processes.



Also before the Committee was the Advisory Committee on Administrative and Budgetary Questions ( ACABQ ) related report ( document A/64/683 ), in which it stresses that an accountability framework cannot create a culture of accountability. Such a culture requires a change in the mindset of the staff, driven by sustained commitment at the most senior levels of the Secretariat.



Among its conclusions and observations, the ACABQ notes that the Secretary-General’s report lists legal instruments, mechanisms and tools that form part of the accountability system. However, the report fails to explain why the current components are not fully functional and stops short of addressing existing gaps or specifying proposals for improvement. Further, the Secretary-General identifies the six components of the Organization’s accountability structure in his report. The ACABQ believes that within these elements there should be a clear acknowledgment of the role of the intergovernmental bodies and therefore that relevant resolutions and decisions of those bodies should have been included.



The ACABQ recalls its earlier comment that a lack of clarity in the definition of accountability is one of the fundamental weaknesses in the Secretary-General’s accountability architecture, and believes that the definitions employed by the International Civil Service Commission ( ICSC ) and the United Nations Population Fund ( UNFPA ) provide a good basis for a definition of accountability for the Organization. Further, the Advisory Committee believes that it would be desirable to seek a common definition to be used by all entities under the authority of the Secretary-General.



The ACABQ recognizes that there are weaknesses in the annual programme performance report, including the inability to demonstrate how resources were used to achieve results. Given this and other long-standing concerns expressed by the General Assembly and the ACABQ about the timeliness and usefulness of that survey, it is disappointed that the Secretary-General did not propose specific improvements, or submit an alternative proposal. Rather than produce an annual report that has limited practical impact, the ACABQ recommends that the Assembly request the Secretary-General to develop an improved performance report that is more focused on the analysis of the effective use of resources.



The ACABQ states that, in light of the insufficient accountability awareness at all levels in the Secretariat, there is a need to clearly identify the links between the senior managers’ compacts and performance objectives at all departmental levels of the Secretariat. The ACABQ views the compact system as an improved method to record the achievements expected of senior managers with a view to evaluating their performance. Thus far, the impact of the compacts on enhancing accountability at the United Nations has yet to be felt.



While the ACABQ recognizes the elements of accountability as set out in annex I to the Secretary-General’s report, it is nevertheless not in a position to recommend their endorsement to the Assembly, believing they are not fully developed.



The Office of Internal Oversight Services ( OIOS ), in its review of the practice of the Secretariat regarding the sharing of information contained in reports of consultants on management-related issues ( document A/64/587 ) says that reports by management consultants are better used as inputs for management decisions, and that sharing them with Member States may “diminish their objectivity” and “dilute” the Secretary-General’s management accountability when he submits proposals to the General Assembly. While declining to grant the Fifth Committee access to some consultants’ reports, the Secretariat does share such reports with relevant departments and offices as required.



However, a survey of 12 departments and offices of the Secretariat revealed that consultants’ reports were not widely shared within departments. Some 52 per cent of respondents indicated that they did not store the reports in a central location where they could be accessed by staff members outside the division or service that commissioned the consultancy. While most respondents ( 78 per cent ) indicated that they did share consultants’ reports with other departments and offices to which they felt the reports would be relevant, the OIOS found that this determination was made without applying any established criteria. There were also no criteria to determine when requests for access to consultants’ reports should be granted.



Although respondents from some departments and offices were willing to share consultants’ reports with legislative bodies or Member States, others preferred that the legislative bodies or Member States rely on the related report of the Secretary-General. Some departments and offices were concerned that if consultants were aware that their reports would be widely available it would impair the candidness of the consultants’ advice. One office indicated that it would be necessary to redraft certain parts of a consultant’s report or provide some context for the report before sharing it to prevent misunderstanding.



To enhance the practice of sharing consultants’ reports within the Secretariat, a mechanism is needed to inform departments and offices of the consultancies carried out. A taxonomy needs to be developed to categorize consultants’ reports, and they need to be stored in a central repository. Where consultancies relate to matters that are of a highly confidential nature, the related reports should be designated “confidential” or “strictly confidential” and should be shared only in exceptional cases, using the precautions outlined in existing guidelines. Departments and offices should pay more attention to the proper categorization of documents and develop criteria to guide staff in categorizing documents and sharing reports or information contained in reports in accordance with the existing guidelines.



The Department of Management accepted all of the recommendations contained in the present report.



Introduction of Reports



ANGELA KANE, Under-Secretary-General, Department of Management, introduced the report of the Secretary-General on accountability ( document A/64/640 ), in which he proposed a definition of accountability for the Secretariat that was elaborated drawing from different sources, such as the United Nations Development Programme ( UNDP ), United Nations Population Fund, the United Nations Children’s Fund ( UNICEF ), the World Bank, the Organisation for Economic Co-operation and Development ( OECD ) and the European Union. The proposed definition was discussed in more than 15 consultations the Secretariat held to discuss the report on accountability, and although “not perfect”, summarized the results of the review and those discussions.



She said the report recommended several immediate actions: issuing an annual programme performance report to address the problem associated with the availability and timing of information provided to Member States on performance; enhancing the role of the Management Committee; improving the integration of Senior Managers’ Compact objectives with the Organization’s overall objectives; proposing a mechanism for relating the findings and decisions of the new system of Administration of Justice to the performance assessments of managers and staff at all levels; streamlining the mechanisms for delegating authority; and leading a review to update other types of delegation of authority that exist in the Secretariat, whether substantive, institutional or by designation.



She said issues to be addressed in forthcoming comprehensive reviews include reform of the performance appraisal system ( PAS ), and self-evaluation and lessons learned. Issues that would require the establishment of dedicated capacities are those for effective implementation of results-based management, and for an enterprise risk management and internal control framework.



She added that the report underlined the importance of all stakeholders playing the role they had been assigned in the process: Member States providing clear and concise mandates and the appropriate resources commensurate with those mandates; and the Secretariat being responsive to those mandates.



“’Accountability’ is a dynamic concept. What is acceptable now might not be acceptable tomorrow,” she said, adding that the systems, instruments and tools that must ensure that the Organization operated in an accountable manner must continue to mature and evolve, and must be continuously revised.



She pointed to Annex I of the report, which explained the fundamental elements of the system, as comprised by six components: the United Nations Charter; the covenant with Member States, in the form of the strategic framework, programme budget and peacekeeping budgets; delivery of results; internal systems and controls; ethical standards and integrity; and oversight. It was followed by Annex II, where the Secretary-General presents a proposal on enterprise risk management and internal control. The main components outlined in that regard were: to determine the internal environment; mapping risks and objectives; identifying risks and evaluating them; prioritizing risk and determining the effectiveness of control measures; information to be communicated throughout the Organization; and monitoring.



She said two important considerations in relation to the methodology for risk management and internal control had to do with how risk would be conceptualized. In addition to the concept of inherent risk, the Secretariat would be working with the concept of residual risk, which took into consideration the inherent risk exposure and levels of effectiveness of controls that were in place. Second, while the day-to-day management of risks and controls were envisioned to be the responsibility of managers and staff members, the overall responsibility would rest ultimately with the “highest level within the Organization”.



Elaborating on Annex III, strengthening the Secretariat’s accountability mechanisms in response to the flaws of the oil-for-food programme, she noted that the Independent Inquiry Committee had identified several weaknesses. Those were: its inadequate internal audit coverage; poor implementation of audit recommendations; absence of an independent audit committee; conflicts of interest; weakened internal control; inadequate monitoring of programme implementation; and non-conformity with procurement rules and a narrowly defined external audit scope.



SUSAN MCLURG introduced the ACABQ’s response to the report, which recognized it as “a good basis for moving forward”, but did not recommend the establishment of either an Enterprise Risk Management and Control Section or a Results Management Unit. She stressed that a strong underlying framework was indispensable in ensuring that the components of an accountability framework would lead to the embedding of personal and institutional accountability in the Organization’s culture. Also, the ACABQ was not in a position to recommend the endorsement of the elements of accountability in Annex I, believing they were not fully developed. She understood that Annex I was incomplete and would be reissued for technical reasons, since it was missing the definitions of accountability used by the Joint Inspection Unit and Board of Auditors.



INGA-BRITT AHLENIUS, Under-Secretary-General for Internal Oversight Services ( OIOS ), introduced the OIOS report on the review of the practice of the Secretariat regarding the sharing of information included in reports of consultants on management-related issues ( document A/64/587 ). In addition to summarizing the findings of the OIOS survey on the topic, she explained that departments and offices expressed reservations on sharing consultants’ reports with legislative bodies or Member States, especially where they had not accepted the consultants’ recommendations; thought the consultants’ methodologies were not rigorous; did not think the matter under consultation was relevant to them; or thought it would be used as input for policy decisions for other considerations. The OIOS concluded there needed to be more transparency in cases where the Secretariat used consultants’ reports as input, and has recommended guidelines to that end.



In relation to this topic, she brought up a broader issue, access to information. The Assembly, in resolution 60/283, noted the Secretary-General’s proposals to provide more detailed information on the policy for access to United Nations documentation. A policy on access to information was in line with many national and international “right to know” practices. The United Nations, being a publicly financed organization, must be accountable to its stakeholders. As such, she looked forward to General Assembly deliberations and decision on that issue as a key component in any discussion on accountability.



WALEED AL-SHAHARI ( Yemen ) speaking on behalf of the “Group of 77” developing countries and China, underlined his delegation’s firm belief in the need to strengthen accountability at the United Nations. Accountability was an issue that affected all Member States and, as such, he continued to be concerned over the late issuance of reports on that matter. In the current case, delegations had received the ACABQ’s report two days ago, hardly an ideal situation and quite surprising given the Secretary-General was well aware of when the item would be taken up.



At any rate, after reviewing the report, the Group found that it fell short of expectations and did not respond to the specific issues spelled out in General Assembly resolution A/63/276. In addition, the report “did not present an adequate, comprehensive accountability system for the United Nations”. He was concerned by various aspects of the report, including the way it had been prepared, and the Secretariat’s perspective on the definition of accountability, among others.



For instance, the report did not consider the fundamental link between the guiding role of intergovernmental bodies and their relevant resolutions and decisions, and the commitment of the Organization and its staff to deliver on those mandates, he continued. Emblematic of that problem was the section of the report that dealt with the oil-for-food scandal. That section of the report charged the scandal to a lack of resources for audits and oversight review, while it altogether ignored the more fundamental issue of personal responsibility of United Nations staff. Still, he said the Group remained strongly committed to the implementation of a comprehensive accountability system and would engage actively in the coming informal consultations on the matter.



D. JORGE PERALTA MOMPARLER ( Spain ), speaking on behalf of the European Union, reiterated his delegation’s strong support for an effective, efficient, accountable and transparent United Nations and stressed the importance of advancing the overall management reform process. The United Nations must be a fully results-oriented body that took into account and mitigated risks, and which held management and staff, at all levels, accountable for achieving results. The European Union noted that the Secretary-General’s report provided an overview, and analysis of, the Organization’s current risk structures and practices related to accountability, risk-based management, enterprise risk management and internal controls. That report also contained some recommendations, in that regard.



He also noted the conclusions and recommendations contained in the corresponding ACABQ report on those issues, including on the definition of accountability, the performance appraisal system, delegation of authority, results-based management, enterprise risk management and internal controls, and the proposed new structures in the Secretariat. The European Union stood ready to engage constructively in discussion on those issues with other delegations, on the basis of the ACABQ’s recommendations, to consider how the accountability system, results-based management, enterprise risk management and internal controls could be further developed and implemented in the United Nations.



PAUL BALLANTYNE ( New Zealand ), speaking on behalf of Canada, Australia and New Zealand ( CANZ ), highlighted the importance the three countries attached to the principles of accountability -– a focus on results, transparency and efficiency throughout the United Nations system. He believed that the Secretary-General and his senior team had a critical role in the strengthening of the accountability framework of the Organization, to ensure that all stakeholders could be assured that the Organization’s limited resources were used in an effective and efficient way and for the purposes that they were provided.



Urging the Committee not to lose sight of where the process had started, he said he was cognizant of the efforts made to date, including the report submitted to the General Assembly at its last session and the subsequent report of the Secretary-General that the Committee was debating today. He was hopeful that at the current session, five years down the track, Members could build on the conceptual work done to date, in an effort to make tangible improvements to the accountability framework of the Organization. He observed that, while the legal and regulatory framework could be well developed, its rigorous application through sustained senior leadership would always be a critical factor in efforts to improve the performance of the Secretariat.



Continuing, he said the report had been candid in identifying weaknesses and gaps in key areas, such as performance reporting and in the administration of authority. Like the ACABQ, he believed that possible solutions could have been more fully developed. With regard to the definition of accountability outlined in the report, he regretted that it did not contain any reference to efficiency, effectiveness or the role of the oversight bodies, and to that end, he saw merit in the ACABQ’s observations that the definition used by the International Civil Service Commission ( ICSC ) and United Nations Population Fund ( UNFPA ) provided a good basis for a definition of accountability for the United Nations secretariat.



Concluding, he said, while recognizing that the report was not perfect, he believed the Secretary-General’s proposals, as well as those of the ACABQ, provided a good basis to make progress on that issue, and looked forward to engaging constructively with all delegations to ensure that the consideration of the item was as productive as possible.



BROUZ RALPH COFFI ( C ôte d’Ivoire ), speaking on behalf of the African Group, said his delegation was also among those concerned that the reports under consideration today had been issued barely two days before this meeting. On the matters at hand, the African Group considered strengthening accountability at the United Nations a top priority, due to its impact on the work of the Secretariat and on relations between the Secretariat and Member States. In addition, there would be clear benefits to all if a comprehensive accountability framework, capable of promoting results-based management and budgeting, was implemented.



He said that over the past four years the Secretariat had submitted three reports on accountability in the United Nations Secretariat. Unfortunately, those surveys had met neither the requests of the General Assembly, nor the expectations of its Member States. The Assembly had again requested an accountability report last year, specifying exactly what should be included in it. Regrettably, after consideration of the current report, the African Group found that it did not adequately respond to the Assembly’s requests. Moreover, the report did not present an accountable and comprehensive accountability system that could be approved and implemented in the Secretariat and throughout the Organization.



He went on to express the African Group’s concerns about other aspects of the report, including, its preparation and the fact that it did not follow the road map requested by Member States. He also had concerns about the definition of accountability, the perspectives of the Secretariat regarding implementation of the recommendations of oversight bodies, the selection and appointment of senior managers, the implementation of a results-based management framework, and the enterprise risk management and internal control framework. Yet, despite those concerns, the African Group would participate actively and constructively in the informal consultations on accountability and management-related issues.



SHIN BOONAM ( Republic of Korea ) said accountability was the most critical factor in enhancing the efficiency and effectiveness of the Secretariat in order to meet the needs and requests of stakeholders. In that regard, he welcomed and supported the Secretary-General’s continuing efforts to develop an accountability system, including the present report, “Towards an accountability system in the United Nations Secretariat”. He also noted the significant and tangible progress made on that matter in recent years by establishing the Ethics Office, implementing a rigorous financial disclosure programme, and introducing a new internal justice system, among other measures.



He expressed concern that the overall culture in the secretariat had not shown much improvement in terms of accountability. He further emphasized the importance of a fundamental change in the way of working and thinking among the secretariat staff, reiterating the ACABQ’s point in its report, that without a change in the mindset of the staff, an accountability framework itself could not create a culture of accountability, and the measures in the Secretary-General’s report would have little effect. Quoting a Korean proverb, he said: “Every great thing starts from a small thing.” Thus, small measures such as keeping a preset schedule may not seem that important, but along with other small changes, they could have a large impact.



Regarding the Accountability Framework, he stressed the importance of human resources management and financial resources management, which he believed to be fundamental to strengthening an accountability system in the United Nations. As a way of strengthening accountability, he suggested that the current performance appraisal system be fundamentally reformed by introducing measures such as the compulsory distribution of performance appraisal ratings, in which the portion of each performance rating was preset. In the new system he was proposing, staff at all levels who did not meet the criteria should be forced to leave the Organization, regardless of their contractual type. “The Organization should no longer be a safety net for those who could not show competency,” he said. Additionally, salary should reflect differences in performance by redistributing a significant portion of salary according to performance.



As for financial resource management, he was of the view that the current biennium programme budget could not fully reflect the objectives of the Organization as set out in the strategic framework. In addition, the current system lacked a mechanism to allocate available resources from a mid-term and long-term perspective. He encouraged introduction of a new fiscal management mechanism, in which the allocation of financial resources would be closely related to and reflect the Organization’s objectives.



JOSEPH MELROSE ( United States ) said his country fully endorsed the principles of accountability, transparency and efficiency throughout the United Nations. It was imperative for the Organization to have strong control mechanisms and oversight capabilities. In that regard, the United States had been pleased that the Assembly endorsed the principles of results based management and enterprise risk management. It was time to move past the endorsement of principles towards supporting their development and implementation, especially when the Organization was facing extraordinary opportunities and challenges.



He said the United States appreciated the Secretary-General’s efforts to address the current weaknesses within the accountability system, but remained concerned that key components had not been fully developed, as noted by the ACABQ. It was critical to provide States with unbiased information on the effectiveness of United Nations activities. The Secretary-General himself had noted that among the missing elements were poorly defined long-term objectives; the lack of a strong link between broad strategic objectives and the objectives of operational staff; weak links between desired results and resource allocation; and a lack of strong programme evaluation. He looked forward to working with the Secretariat and other stakeholders in developing those elements and resolving other issues that might have been raised.



CRAIG LIM ( Singapore ) observed that, while the Secretary-General’s report had tried to address some of the issues of concern to Member States, unfortunately, “it does not go far enough.” The very definition of accountability set out in the report was far too limited. While recognizing that the obligation to deliver specific results was one component of accountability, it was “a little surprising” that the report did not see the merit of including the fundamental element of personal responsibility of staff members for decisions made, and actions taken, into that definition.



Greater emphasis needed to be made on creating the conditions for a culture of accountability and integrity in the United Nations, he said. That was something that could be further developed, since integrity defines “who we are as a people” and “what we are as an Organization”. Singapore was also concerned that the Secretary-General’s report did not adequately address the eleven specific topics spelled out in a General Assembly resolution that had called for “consultation with the respective oversight bodies”. While some consultation did take place, those could have been done in a far more comprehensive and inclusive manner.



Additionally, he felt that the secretariat’s explanation of the steps taken to address the failure of the United Nations Oil-for-Food Programme fell short of expectations. Even though the General Assembly resolution had included in its agenda the item “Follow up to the recommendations on administrative management and internal oversight of the Independent Inquiry Committee into the Oil-for-Food Programme” since its sixtieth session, he said, four years had passed without a full accounting of the significant flaws in terms of internal monitoring, inspection and accountability that were identified in the Volcker report. In that respect, he reiterated his country’s call for its discussion by the General Assembly in an open setting.



AKIRA SUGIYAMA ( Japan ) said his delegation attached great importance to strengthening accountability in the Secretariat. The key to ensuring such accountability was a sincere effort on the part of the Secretariat to achieve results by administering itself appropriately under the exiting framework provided by the Charter, relevant resolutions of this and other legislative bodies, and the Organization’s rules and regulations. As such, Japan shared the view that it would be important for the United Nations to promote a cultural change, whereby staff understood that they would be held accountable for the quality and timely delivery of their work. In addition, supervisors should understand that they would be held accountable for effectively managing their staff to that end.



Highlighting his concerns about the Secretary-General’s report, he noted that the survey had been submitted late and that it lacked clarity on its resource requirements, especially towards the establishment of “additional structures”. It was very difficult for the Assembly to consider the Secretary-General’s proposals without knowing their financial implications. Japan would reiterate its request to the Secretariat to avoid a piecemeal approach, in that regard. He went on to regret that there had been insufficient consultation with the oversight bodies in the preparation of the report, and that issue had been highlighted by the ACABQ in its corresponding report.



Finally, he acknowledged the decision taken by the Secretariat on the resolution of the National Competitive Recruitment Examination, and requested its expeditious implementation. As a next step, Japan looked forward to the Secretary-General’s report on implementing the recommendations of the Joint Inspection Unit ( JIU ), aimed at improving both the process and the roster management of the exam. He added that Japan would participate actively in the coming round of negotiations on all those important issues.



RITA GRUNENFELDER ( Switzerland ) noted the difficulty of defining the concept of accountability, which was a nuanced one, and said the Secretary-General’s effort to clarify the concept and to explain its significance to the Organization was “laudable”. While Switzerland shared the Secretary-General’s opinion on many aspects discussed in his report, it believed that the report fell short of expectations. In its view, accountability began with the willingness to assume responsibility for the outcome of professional actions and to abide by regulations, rules and the highest ethical standards. The Organization’s senior leadership should demonstrate such a willingness, and should constantly strive to promote and strengthen it among staff. Regretfully, that was not mentioned in the report.



Further, she was not convinced by the Secretary-General’s attempt to define and show a relationship between the six components of accountability. Instead of trying to design a complex accountability structure, there might be merit in trying to reduce complexity, and to identify more clearly delineated frameworks for discussing and further developing individual issues, perhaps at different speed. She shared the ACABQ’s analysis that progress in implementing results based management and enterprise risk management should not depend on the establishment of new dedicated capacities, and was curious to know what steps the Secretary-General had taken to build on existing legislative mandates and to make them more mainstream. Also, implementing an enterprise resource planning system was importance, but not sufficient, to resolve accountability issues. Finally, the important of oversight bodies should have been reflected in a more comprehensive involvement of those bodies in the preparation of the report. The OIOS had provided a sound analysis on the Secretariat’s practice of sharing information, and Switzerland was confident that its review would greatly facilitate the Committee’s efforts to define the modalities of future practice.



INGRID BERLANGA ( Mexico ) said the interaction between all monitoring, inspection and inquiry services was essential in improving transparency within the Organization. Accordingly, the recommendations from all those bodies must be followed up and monitored. Mexico’s views on the report coincided with that summarized in the ACABQ report. Some questions were “not examined” in the report, including the Assembly’s request to define the concept itself. It was one of the main shortcomings of the Secretary-General’s accountability architecture. While it might be hard to set limits on such a broad notion, doing so was essential. Mexico would be open to discussing that question.



She said Mexico had expressed, on other occasions, the importance in linking use of resources with results. It was important to scrutinize the way the Secretary-General delegated authority for spending; she had been hoping for further clarity on that issue. Rule 6.1 in the United Nations Regulations and Rules Governing Programme Planning should be carefully examined, since it covered the issue of institutional accountability. Performance appraisal of senior officials through the Compact had not proven effective in evaluating their actual performance. Accountability was important in the context of the new administration of justice system. It was unclear what was being done regarding resources lost through fraud and mismanagement and whether those funds were being recovered. She regretted that the report was not as useful as hoped, but Mexico nevertheless continued to support the Secretariat’s efforts.



Wrapping up the discussion, Ms. KANE said the discussions had been very helpful. She had gotten a good sense that, while most delegations felt the report and the issues contained therein could have been further developed, most speakers seemed to believe the report had nevertheless contributed to overall consideration of the issue. “It was obvious that accountability was important to you, as it is to all of us,” she added.



Noting that several speakers had expressed concerns about the consultation process ahead of the report’s compilation and issuance, she explained that while that process might not have been clearly set out in the report, the Secretariat had indeed held “thorough consultations”. Indeed, the process had begun with the creation of a task force that had included the OIOS. While that oversight body had participated in two meetings, its representatives subsequently pulled out, saying the discussions could impinge on the independence of OIOS and its work. Representatives of the OIOS had participated thereafter on a consultant basis.



She went on to say that the Secretariat had also consulted with the funds and programmes of the United Nations family. In addition, the JIU had been specifically invited to an accountability workshop in November and had been sent a copy of the draft report. Other oversight bodies had also been invited to participate in that workshop and, while not all had attended, several had sent in their comments on the draft report.



Finally, she noted that most of the speakers today had raised concerns about the lack of an agreed definition of accountability in the Secretariat. Discussing that issue further would certainly be useful. Some agencies such as the United Nations Development Programme ( UNDP ) and the United Nations Population Fund had already adopted their own definitions, in cooperation and coordination with their respective Executive Boards. The Secretariat was looking at those definitions and was also looking at the definitions used by the World Bank and several European Union entities. While more work needed to be done to come up with a definition for the Secretariat, she believed that, with some “tweaking”, a decision could be reached.