INVESTING IN THE UNITED NATIONS
For a Stronger Organization Worldwide
Report of the Secretary-General
VIII. Conclusion
93. Only by an effort on this scale — a management reform as broad as it is deep — can we create a United Nations Secretariat that is fully equipped to implement all its mandates, using the resources of its Member States wisely and accounting for them fully, and winning the trust of the broader world community. In an age when more and more of the problems facing humanity are global and the world has more and more need for a global institution through which to forge and implement global strategies, it is more than ever necessary for the United Nations to live up to the promise of its Charter — and, above all, to the demands and hopes of present and future generations.
Box 3: Proposals requiring General Assembly action and support
We offer Member States a short checklist of issues that will require their action and support.
To ensure that the Organization hires the best people and gets the best from them:
- Modifying the existing requirements in the system of recruiting, promoting and placing United Nations staff.
- Explicit authority for the Secretary-General to move staff members according to organizational need.
- Broadening current mobility requirements and approving a simplified contract system.
- Investing more in staff development and training programmes.
- Aligning benefits for United Nations staff in the field with those of the United Nations funds and programmes.
To equip the Organization with up-to-date information and communications technology:
- Creating a Chief Information Technology Officer.
- Commitment to developing a fully integrated global ICT management support system, subject to the results of the current feasibility study.
To ensure that the Organization gets the best value for money spent on services:
- Reviewing guidance on alternative service delivery and agreeing to the preparation of cost/benefit analyses in certain administrative areas.
To ensure transparent and efficient financial and budgetary management:
- Shortening of the cycle for review and adoption of the Organization's programme budget.
- Giving greater budgetary discretion to the Secretary-General in consolidating peacekeeping accounts for separate field operations.
- Introducing improvements in the system of financial management — including delegation of financial authority with a clear framework of controls.
- Increasing capacity for performance monitoring and evaluation.
To improve the Secretariat's accountability to Member States:
- Approving improved reporting mechanisms to intergovernmental bodies.
- Agreeing to identify ways to improve interactions with the Secretariat on management issues.
To ensure that change is carried through in a resolute and sustained manner:
- Supporting the creation of change management capacity.
- Continuing support to the change management process.
