Thèmes - Management
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|A/60/418||9.The Advisory Committee notes that this is the first time such a report has been prepared. What is conspicuously lacking in the report is a quantification of the impact of the measures taken by the Department of Management. The Committee believes that further elaboration is required on the role of the Department in promoting improved management practices in the Secretariat as a whole. In this connection, the Committee recalls its observations in its report on the proposed programme budget for the biennium 2006-2007 concerning the importance of the management policy function.||2005|
53. The Advisory Committee continues to discern a lack of central direction in the management of the staffing table. Resource planning in the Secretariat should be undertaken on an Organization-wide basis to make judgements on new needs and challenges that must be responded to and on opportunities for redeployment. The responsibility for this should be clearly defined. The Administration has not fully exercised its authority to manage the utilization and deployment of the staffing resources Organization-wide. The Committee is of the view that the staffing table of the Secretariat will need to be administered with considerably greater flexibility and creativity if the Organization is to respond to new challenges. The Committee reiterates its contention that departments do not âownâ particular posts at particular grade levels and, in this regard, again stresses the need to view the allocation of posts as dynamic, rather than static (see A/59/601, para. 22).
54. The Secretary-General is entrusted, under Article 97 of the Charter, with the role of Chief Administrative Officer of the Organization. Although General Assembly resolution 51/226 may be interpreted by some as limiting the authority of the Secretary-General, the Committee finds nothing in that resolution which is inconsistent with the Charter. The Secretary-General must be willing to exercise his authority to administer the staff of the Organization, and the departments subordinate to him must accede to that authority. The Committee therefore urges the Assembly to strengthen the Secretary-Generalâs role as Chief Administrative Officer by granting him the flexibility necessary to effectively manage the staff and other resources of the Organization and by encouraging him to fully utilize his authority, it being understood that all personnel actions must be consistent with the Staff Regulations and that any which have financial implications should be treated in accordance with the Financial Regulations.
|A/60/7/Add.13||55.The Advisory Committee points out that reviewing budgetary, financial and human resources policies, regulations and rules, including the manner in which they are implemented, is a basic responsibility of management which would normally be carried out on an ongoing basis, within existing capacity.||2005|
|A/60/909||7. In paragraph 10 of the report of the Secretary-General, a number of recent enhancements to the accountability system are described. Listed among these is the "implementation of results-based management". It is the Advisory Committeeâs view that results-based budgeting and management require further development and that the instruments that exist at present for informing Member States about performance are weak. The Committee has, on numerous occasions, pointed to the need for further development of results-based management and the tools to relate resources to results. In this connection, the Committee urges the Secretary-General to complete and issue the report on options for applying cost-accounting techniques drawing on best international practices, in accordance with paragraph 10 of General Assembly resolution 59/275.||2006|