The UN Organizational Resilience Management System (ORMS) was approved by the General Assembly in June 2013, under A/RES/67/254, as the emergency management framework for the Organization. The UN system deals with crises on a daily basis. The ORMS aims to assist UN entities to build resilience by aligning and harmonizing preparedness efforts to enhance the Organization’s ability to continuously deliver its mandates.
Please note: only publishing dates after March 2013 may be considered reliable.
Pages tagged with High-Level Committee on Management
The HLCM relies on four networks - Finance and Budget, Human Resources, Procurement, and Information and Communication Technology - to identify and analyze issues of management concern. Each network reports to the HLCM on a biannual basis.
The global communities the UN system serves have become more sophisticated in their information needs and the organizations’ information content and the means by which it is delivered often seem inadequate and out]dated to younger and other intended mass audiences.
HLCM aims to develop a consolidated and trust based relationship with Member States on the level and quality of controls in place in the organizations to allow for rationalized oversight, more focus on key risks and better internal resource allocation.
In his five year Action Plan, the Secretary General calls for the Launch of a second generation of "Delivering as one", which will focus on managing and monitoring for results, ensuring increased accountability and improved outcomes.
Redesigning business models with an emphasis on right-sourcing, common services, and new technologies. New technologies open entirely new horizons to re-shape the operational models of UN organizations: cloud computing; meeting and conference services; compilation and availability of system-wide data and information, etc.
The HLCM’s human resources management agenda has, as its overarching goal, the continued development of the international civil service as an independent, neutral, highly skilled and engaged resource to meet the ever-changing requirements of the international community.
The HLCM Strategic Plan reflects the collective vision of the HLCM membership and intends to leverage its professional talent and expertise to formulate and put forward proposals – several of which are far-reaching – and foster its role as a source of inspiration and a catalyst for action towards UN system-wide management reform.
Following up on recommendations from the Feasibility study of on the harmonization of treasury services, the Treasury Services Working Group has embarked upon a project to consolidate banking services in the UN system. The project aims at negotiating joing contracts with major banks to capaitalize on the combined strenght of the UN system. In addition to global contracts, the project will also focus on large volume duty stations with the eventual aim of global coverage.
This project led by the Procurement Network aims to simplify the registration process for UN Procurement in order to increase the number of vendors to compete for UN procurement contracts. The project uses the UN Global Marketplace as its platform.
(1) At its 13th session (CEB/2007/HR/8, paras. 2-3), the HR Network concluded, in relation to the High Level Panel Report on System-wide Coherence, the following:
(1) At its twenty second session in Washington D.C. (CEB/2011/5, paras.175-177), the Committee endorsed the creation of the UN ERM Community of Practice, to share knowledge and experience, and to serve as a potential mechanism to report system-wide common issues and risks to HLCM.
CEB Secretariat is mandated to collect statistics on behalf of its member organizations. Data collected each year go further to provide a picture of the UN system's human resources and financial and budgetary situation. Procurement statistics generated by the United Nations Office for Project Services (UNOPS) are also included.
The Executive Group on Security was established by the Chief Executives Board to facilitate the rapid decision making capacity of the Under-Secretary General for Safety and Security when an impasse, exigencies or life and limb are at stake preventing the ability of the Designated Official or the Security Management Team to address developing or critical events that require a timely security decision.
The Programme Criticality Framework is a mandatory component of the UN Security Management System (UNSMS) which is used to determine the criticality of all activities carried out by UN personnel in environments of heightened security risk.
The Inter-Agency Security Management Network (IASMN) meets twice a year to review existing and proposed policies and resources related to the UN security management system and makes recommendations on these to the High Level Committee on Management.
A new Security Level System was developed to assess risk through a structured process based on threats (deliberate human causes) and hazards(harmful natural or man-made accidental events) which are examined and weighted to arrive at an appropriate security level.
In 2008 the Independent Panel on Safety and Security of UN Personnel and Premises Worldwide, led by Mr. Lakhdar Brahimi, reviewed the safety conditions of UN system staff operating in challenging security environments.
The High Level Committee on Management (HLCM) is responsible to CEB for coherent, efficient and cost-effective management across the United Nations system of organizations.
An over-arching theme for the High Level Committee on Management (HLCM), one of the three pillars of the CEB, is Management Efficiency. Through cooperation and coordination, members of the committee work towards creating a more robust and effective UN system that can deliver better results for those who need it most.
The aim of the project was to provide support to UNCTs to use and integrate operations concepts into the programming process in the field. This was found necessary during the joint mission of the HLCM and UNDG to identify bottlenecks to collaboration in the area of operations in Delivering as One. A second phase to enhance implementation of this project has been approved for funding
From October 2011 to February 2012, the United Nations System Staff College held three workshops, two in Turin, Italy and one in Bangkok, Thailand, designed for senior operations staff. These workshops built on the experiences of the 2011 United Nations Development Assistance Framework (UNDAF) rollout where operations management was for the first time incorporated.
Business Practices address operational matters that can be harmonized and strengthened at the system-wide, inter-agency level in the fields of human resources, finance and budget, information and communication technology and procurement. This section contains reports for each project in the four thematic areas of ICT, Procurement, Finance and Budget and Human Resources.
Record of the biannual exchange of views with the representatives of the Federation of International Civil Servants’ Associations (FICSA), the Coordinating Committee for International Staff Unions and Associations of the United Nations System (CCISUA) and the United Nations International Civil Servants Federation (UNISERV).
The Harmonization of Business Practices Plan of Action (HBP) funds projects that aim to improve management efficiencies in the UN system. The projects fall into the areas of Human Resources, Information and Communications Technology, Procurement and Finance and Budget which corresponds to the networks under the High Level Committee on Management. The documents below show the discussion in the UN system on business practice reform and provides the inter-governmental mandates to which HBP responds.
The initiative on the Harmonization of Business Practices was developed by the CEB’s High Level Committee on Management in response to the report of the High-level Panel on System-wide Coherence, ‘Delivering as One’. It follows recommendations made for building a more effective, coherent and better-performing UN country presence and focuses on the management and coordination of UN operational activities.
(1) At the first part of its 22nd session (January and March 1961: CO-ORDINATION/R.351, paras. 65-67), the Committee recommended that ACC should approve the appointment of a full-time officer, with secretary, to carry out CCAQ staff work. Sufficient travel funds to enable him to attend CCAQ, and where necessary visit the headquarters of the organizations, should be provided. The work programme of the Staff Officer was to be laid down annually by CCAQ.
Introductory note. The International Civil Service Commission (ICSC), established pursuant to General Assembly resolution 3357 (XXIX) of 18 December 1974, is the body charged, under its statute, with the regulation and co-ordination of the conditions of service of the United Nations common system. It consists of fifteen members appointed by the General Assembly of whom two (the Chairman and Vice-Chairman) serve full-time.
(l) At the l5th session (April l954: CO-ORDINATION/R.l62, section A.7) CCAQ confirmed a conclusion reached at its l2th session (April l952) that one meeting a year was not sufficient for the satisfactory conduct of its business. The Committee discussed various suggestions for additional meetings without coming to a conclusion. It left the question for further discussion.
(1) The body in which the inter-organization consultations required by the agreements are held is the Administrative Committee on Co-ordination (ACC). The members of this Committee are the executive heads of the organizations; the Secretary-General of the UN is the Chairman of ACC. Most reports to ACC are first examined by an "Organizational Committee" this consists of representatives of the executive heads - frequently the senior officials responsible for co-ordination generally.
The Charter of the United Nations was signed in San Francisco on 26 June 1945 and entered into force on 24 October 1945. Article 57 says: "l. The various specialized agencies, established by intergovernmental agreement and having wide international responsibilities, as defined in their basic instruments, in economic, social, cultural, educational, health, and related fields, shall be brought into relationship with the United Nations in accordance with the provisions of Article 63.
The Management Handbook summarizes the discussions and agreements reached in all of the HLCM related sessions and those of its predecessor CCAQ. It reflects decisions dating back to 1948 and contains references to discussions and agreements of other bodies which have an impact on the agreements reached and decisions made. The chapters are organized by administrative area (Human Resources and Finance and Budget) and by subject.
The High-Level Committee on Management convenes biannual sessions that are summarized in meeting reports. Each report contains the list of participants, statements by observer organizations, updates on the work of the four HLCM networks, developments in security and safety of staff and decisions taken. Annexes include presentations and draft proposals discussed during the meeting.