Continuing the direct and substantive dialogue between CEB and Member States, as called for by General Assembly resolutions 64/289 and 69/17, to enhance and strengthen the Board’s transparency and accountability, remained a priority in 2014. Three formal briefings on the work of CEB by the CEB Secretariat to the Economic and Social Council were held in June, July and December 2014.
Please note: only publishing dates after March 2013 may be considered reliable.
Pages tagged with Governance, Accountability and Transparency
The High-level Committee on Management strategic plan for 2013-2016 identifies harmonization and simplification of business practices as a core activity. In this context, the plan focuses on common and shared services, including improved common procurement practices, and other initiatives to improve efficiency and effectiveness of the United Nations system.
CEB member organizations continued to participate actively in the review and follow-up of specific recommendations emanating from oversight reports by the Joint Inspection Unit, the Board of Auditors and the Office of Internal Oversight Services. Priority attention is given to maintaining the highest levels of transparency and accountability, strict compliance with established rules and regulations and enhancing the capacity of the United Nations system for oversight and audit.
Harmonization of business practices; Security and safety of staff; International Public Sector Accounting Standards.
Roll-out of the United Nations Development Assistance Frameworks and development of common country programme documents; Update on the implementation of the management and accountability system, including on the comprehensive review; Working together in crisis, post-crisis and transition countries.
During 2010/11, the United Nations System Chief Executives Board for Coordination (CEB) intensified its efforts to align the strengths and expertise of its member organizations to respond to the mandates of Member States in a coordinated and effective manner. The adoption by the General Assembly of its resolution 64/289 has been an important directive for the United Nations system in further strengthening the coherence of its system-wide efforts, as detailed in the present report.
During the reporting period, the United Nations Development Group commissioned an independent review of the implementation of the management and accountability system in order to identify ways to improve, strengthen and accelerate its implementation. The independent review recognized that much progress had been made and noted a marked improvement in the culture of working and delivering results together.
During the reporting period, CEB, under the leadership of the Secretary-General, has made significant progress in taking effective and coordinated action on a wide range of programme, management and operational issues in support of intergovernmental mandates to ensure that the United Nations system collaborates closely on issues of system-wide concern.
Follow-up to the Millennium Development Goals Summit and preparations for the post-2015 framework; United Nations Development Assistance Frameworks; Management and accountability system; Crisis, post-crisis and transition countries.
In response to General Assembly resolution 62/208 and Economic and Social Council resolution 2011/7, the United Nations Development Group continued to ensure that the functioning of the resident coordinator is participatory, collegial and accountable.
United Nations Development Assistance Frameworks; Management and accountability system; Crisis, post-crisis and transition countries; Effective deployment of knowledge and know-how
In response to paragraph 5 of General Assembly resolution 68/20 and paragraph 232 of the report of the Committee for Programme and Coordination on its fifty-third session (A/68/16), CEB made further efforts to interact and communicate with Member States through a series of formal and informal exchanges with Member States organized in the course of the year.
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.
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.