In One United Nations, the organizations of the system committed themselves to a more unified, purposeful United Nations system working towards shared goals in a common endeavour to maximize the impact of their support to Member States. The setting up of the High-level Panel on United Nations System-wide Coherence is timely. It dovetails with the system’s own efforts and comes at a time of renewal and change within the system.
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Pages tagged with Delivering as One
CEB considered that a principal determinant of the United Nations system’s image in donor as well as recipient countries was its work at the country level. The system could not, therefore, afford to be perceived as a disparate group of competing organizations. CEB members should instead strive to work as a coherent system devoted to bringing its diverse capacities to bear, in a concerted way, on the priorities defined by developing countries. How best to harness the limited resources available to United Nations organizations to maximize their impact remained a major challenge.
At its 2007 spring session, the Chief Executives Board endorsed the recommendation for an evaluation of the eight pilot projects carried out at the country level under the One United Nations initiative and gave the United Nations Evaluation Group the task of establishing the substantive parameters and process for the evaluation. In response to that request, the United Nations Evaluation Group envisaged a three-stage process, as follows:
A climate-neutral United Nations; Evaluation; Triennial comprehensive policy review; Work methods of the Chief Executives Board.
The Board’s consideration of management issues during the period 2007/08 focused on enhanced coherence in the working modalities of member organizations. Inspired by the ongoing deliberations on system-wide coherence, which highlighted the key role that improved business practices could play in the United Nations system’s ability to deliver better results, a plan of action for the harmonization of business practices in the United Nations system was elaborated under the auspices of the High-Level Committee on Management.
In April 2007, CEB had endorsed a proposal to establish the substantive parameters and process for a three-phased evaluation of the eight delivering-as-one pilot projects in Albania, Cape Verde, Mozambique, Pakistan, Rwanda, the United Republic of Tanzania, Uruguay and Viet Nam. The first outcome of this process, a synthesis report of the assessments conducted by the United Nations Evaluation Group, was before the High-level Committee on Programmes during the reporting period.
At its second regular session 2008, CEB endorsed the management and accountability framework for the United Nations development and resident coordinator system, including a functional firewall for the resident coordinator system. The agreement contains a vision to guide the creation of a better-managed and more efficient United Nations development system.
Effective and coordinated action across a wide range of issue areas is essential if the United Nations system is to deliver results that address the global challenges that confront the international community. The Chief Executives Board, the apex coordination mechanism of the United Nations system under the leadership of the Secretary-General, strives to ensure that the system aligns its collective strengths to meet the mandates established by Member States.
The United Nations Secretary‐General and the Executive Heads of several UN system organizations participated in an interactive discussion on UN system’s efforts to address climate change.
Parties to the Convention and United Nations system leaders shared experiences, highlighted best practices and identified further needs for implementation of the Cancún Agreements.
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.
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.
This initiative is building on the 2010 experience in Tanzania and Mozambique where common ICT services were established with the objective to implement the country-level component of the recommendations resulting from the data communications study.