General Assembly Managing change 286. A new vision for management is central to my programme for the reform of the
Organization. The strategy which is implementing that vision seeks to create simplified
structures and a leaner and more efficient Secretariat run by empowered managers who are
committed to managerial excellence and accountability. With the support of staff and
management, we are making steady progress towards meeting our goals of streamlining
procedures across a range of areas. 287. The Management Policy Office has established an ongoing dialogue with programme
managers regarding the implementation of productivity measures that will improve the
delivery of mandated programmes while containing, or reducing, costs. It is my intent that
efficiency savings will be deposited in a new Development Account and made available for
additional projects. 288. Advanced information technologies have improved communication with staff and
encouraged discussion on reform throughout the Organization. The Change Management
Forum is the leading vehicle for debate, while the UN21 Awards have continued to recognize
staff for innovative ideas. The establishment of a Human Resources Cyber Forum has allowed
an on-line exchange of views on reform issues. The Ideas Data Bank, set up to encourage
staff to offer ideas for management improvements, now contains almost 100 proposals. 289. We are committed to continue improving management practices, notably in reporting
and monitoring systems and in enhancing management capacity and accountability.
Human resources management 290. The strategy for human resources management adopted by the General Assembly in
1994 was reconfirmed and expanded in 1996 and 1998. Implementation of the strategy is
progressing steadily, with managerial delegation, empowerment and accountability being
pursued on an incremental basis making use of a variety of monitoring mechanisms and the
strengthening of specific methods of accountability. 291. An electronically accessible performance assessment system is now in place. It aligns
performance appraisal more closely with results, identifies staff development needs and holds
managers accountable for both managing and staff development. The streamlining of
recruitment, placement and promotion procedures is under way and in its initial phase will
halve the time needed for each. A recently installed tracking capability will monitor progress. 292. We are building the managerial resources of the Secretariat through an integrated series
of staff development and career support programmes. The introduction of a human resources
review programme, which will culminate in action plans agreed with individual programme
managers, has added a new dimension to human resources planning. Financial management 293. The Department has continued to develop its results-based approach to financial
budgeting. In line with this, current budget proposals include a parallel set of performance
indicators, which will highlight the expected outcome for the resources committed. These will
form the basis for a prototype budget to be submitted for review to the General Assembly by
the autumn of 1999. 294. As in the past, we have provided Member States with regular updates on the financial
situation of the Organization. This remains critical. Despite the fact that 117 Member States
-- a record high -- met in full their regular budget assessments for 1998 and all prior years,
as at mid-1999 the United Nations was still owed $2.5 billion. As a result, there has been no
reduction in the debt to Member States for troops and equipment used in peacekeeping
operations. This debt remains at almost $900 million -- the same level as for the past three
years. Unless there is a significant payment of arrears by Member States, we do not envisage
paying off any of this debt in 1999. The United Nations therefore has little, if any, financial
flexibility, and those Member States waiting for payment face few prospects for relief. 295. Concerns have recently grown over the added burden of some humanitarian and
peacekeeping activities where the additional financing has not been forthcoming as promptly
as required, or where the Organization has been asked to meet costs from funds already
allocated for its regular programme of work. Information technology 296. Upgrades to the Secretariat's information technology infrastructure have improved our
ability to disseminate information internally and to Member States. Major achievements have
included the replacement of more than 4,000 personal computers, the upgrading of the local
area network, a rolling programme to install the latest industry-standard office automation
software packages, and improvements to the satellite communication system, which can now
support increased traffic from the main duty stations and peacekeeping missions. At the same
time, the provision of electronic mail, greater technical support and the decision to host Web
pages of Permanent Missions in New York have revolutionized communications with
Member States. 297. We have continued our programme to develop and install an up-to-date integrated
management information system (IMIS) at all duty stations. We are now testing the last
elements of this system. At present, eight major duty stations use the system for personnel
matters. All Headquarters financial management needs are also now met through the system;
away from Headquarters, capability will be in place by the end of 2000. The new payroll
capacity of the system will also be deployed by the end of 2000. Further technological
advances will allow those working in the field to have remote access to the integrated
management system. The system has become ever more versatile, and other United Nations
agencies are installing it or those component features which are responsive to their needs. 298. We have made concerted efforts in the past year to ensure Y2K compliance. The Year
2000 Management Group identified core operations for the Organization as a whole and
oversaw the drawing up of contingency plans in the event of breakdown of mission-critical
operations. In addition, the Administrative Committee on Coordination reviewed the
preparedness of members of the United Nations system and identified lead agencies to
coordinate work in each location. Facilities management 299. During the past year, we have given particular attention to the maintenance and
renovation of the Headquarters complex of buildings, which has now been in constant use for
almost 50 years. In response to growing overhaul and maintenance needs, we are drawing up
a programme of long-term capital investment for the refurbishment of Headquarters. Coupled
with our commitment to energy conservation programmes, this should help to improve the
working environment for our staff and others who use our facilities.
Official Records
Fifty-fourth Session
Supplement No. 1 (A/54/1) Chapter VI