Thank you, Madam Moderator.
The governance of the operational activities of the UN development system is critical to the success of repositioning of the UN development system and to ensuring the impact of its work on the 2030 Agenda. It allows Member States to give directions to the UN development system, oversee their implementation and hold the system accountable.
I will speak briefly about the overall governance architecture, and then share ideas for improving its functioning.
As you know, we currently have a three-tiered governance architecture, comprising the General Assembly, the Economic and Social Council, and the governing bodies of agencies, funds and programmes.
The respective role of each tier has been clearly defined by the General Assembly, and reaffirmed by Member States in GA resolution 72/305 on the strengthening of ECOSOC. The General Assembly sets overall policy guidance to the UN development system – typically every four years through the QCPR. This is the top most important function.
ECOSOC oversees system-wide implementation of the policies set by the General Assembly and the results achieved.
Finally, the governing bodies of the UN development system entities:
This leads me to my second point.
Over the years, Member States have stressed the need to improve the governance of the UN development system so that each body interacts better with the others. The purpose is to ensure that clear directions are being provided by the General Assembly; effective oversight is ensured by ECOSOC; and that there is full implementation and further guidance and accountability by the governing bodies.
Let me highlight three ways to improve governance within this framework.
First, it is critical to ensure that the work of the General Assembly and ECOSOC is based on solid evidence, evaluation and analysis. Particularly important in this regard is the QCPR indicators framework attached to the Secretary-General’s report. So is the information and evidence collected through DESA’s surveys with programme countries, UN country teams and other players. We will further update the monitoring framework and the surveys for preparations of the 2020 QCPR.
Second, there is need to improve the functioning of ECOSOC operational activities segment as an accountability platform. To this end, this year’s report of the Secretary-General proposes to establish a multi-year programme of work for the Operational Activities Segment. This proposal could allow ECOSOC to conduct more focused reviews of specific dimensions and challenges of the quadrennial review. ECOSOC would thus be able to provide more detailed guidance where issues may demand it at annual sessions. End of cycle resolutions could then build upon such interim guidance to lock in effective innovations and guide operational activities for development in all their aspects.
Other measures are required to maximize the impact of the operational activities segment. I hope this session can develop ideas in this regard.
Third, to ensure that governing bodies of specific entities actively follow-up on decisions of the General Assembly and ECOSOC. This has been happening following the adoption of the repositioning resolution, but there is need for continuing efforts. For example, we need to ensure that programming of activities of individual entities or the reporting lines of their country representatives are supportive of the leadership role of the resident coordinator.
To conclude, we should use the next QCPR in 2020 to take measures that truly improve the governance of operational activities so as to maximize their impact on the SDGs. The ideas that have emerged over the past few years, and the follow-up to the various recommendations made by the Secretary-General, can greatly benefit from your engagement today.
Thank you.
The governance of the operational activities of the UN development system is critical to the success of repositioning of the UN development system and to ensuring the impact of its work on the 2030 Agenda. It allows Member States to give directions to the UN development system, oversee their implementation and hold the system accountable.
I will speak briefly about the overall governance architecture, and then share ideas for improving its functioning.
As you know, we currently have a three-tiered governance architecture, comprising the General Assembly, the Economic and Social Council, and the governing bodies of agencies, funds and programmes.
The respective role of each tier has been clearly defined by the General Assembly, and reaffirmed by Member States in GA resolution 72/305 on the strengthening of ECOSOC. The General Assembly sets overall policy guidance to the UN development system – typically every four years through the QCPR. This is the top most important function.
ECOSOC oversees system-wide implementation of the policies set by the General Assembly and the results achieved.
Finally, the governing bodies of the UN development system entities:
- review the work of individual UN entities,
- provide guidance,
- supervise programmatic activities, and
- ensure that the organization remains responsive to the evolving needs of programme countries.
This leads me to my second point.
Over the years, Member States have stressed the need to improve the governance of the UN development system so that each body interacts better with the others. The purpose is to ensure that clear directions are being provided by the General Assembly; effective oversight is ensured by ECOSOC; and that there is full implementation and further guidance and accountability by the governing bodies.
Let me highlight three ways to improve governance within this framework.
First, it is critical to ensure that the work of the General Assembly and ECOSOC is based on solid evidence, evaluation and analysis. Particularly important in this regard is the QCPR indicators framework attached to the Secretary-General’s report. So is the information and evidence collected through DESA’s surveys with programme countries, UN country teams and other players. We will further update the monitoring framework and the surveys for preparations of the 2020 QCPR.
Second, there is need to improve the functioning of ECOSOC operational activities segment as an accountability platform. To this end, this year’s report of the Secretary-General proposes to establish a multi-year programme of work for the Operational Activities Segment. This proposal could allow ECOSOC to conduct more focused reviews of specific dimensions and challenges of the quadrennial review. ECOSOC would thus be able to provide more detailed guidance where issues may demand it at annual sessions. End of cycle resolutions could then build upon such interim guidance to lock in effective innovations and guide operational activities for development in all their aspects.
Other measures are required to maximize the impact of the operational activities segment. I hope this session can develop ideas in this regard.
Third, to ensure that governing bodies of specific entities actively follow-up on decisions of the General Assembly and ECOSOC. This has been happening following the adoption of the repositioning resolution, but there is need for continuing efforts. For example, we need to ensure that programming of activities of individual entities or the reporting lines of their country representatives are supportive of the leadership role of the resident coordinator.
To conclude, we should use the next QCPR in 2020 to take measures that truly improve the governance of operational activities so as to maximize their impact on the SDGs. The ideas that have emerged over the past few years, and the follow-up to the various recommendations made by the Secretary-General, can greatly benefit from your engagement today.
Thank you.
File date:
Thursday, May 23, 2019