Conclusions of the Twenty-ninth Session of the High Level Committee on Management (Paris, 19-20 March 2015). Issues discussed included: Review of the implementation of the HLCM Strategic Plan 2013-2016 and Follow-up to the CEB post 2015 Fit for Purpose; Review of the Draft UN System programme of work for a Data Revolution; ICSC review of the UN system compensation package: assessment of the proposals on the table and strategic guidance for their finalization – Path towards implementation of MAS 65 for current staff; Review and adoption of a System-wide road map for UN climate neutrality by 2020 and of the related goals towards enhancing environmental sustainability of UN operations; ERP Interoperability Study; Review of progress by the HLCM Strategic Group on reconciling the “duty of care” for UN system personnel with the need to “stay and deliver” in high risk environments; UN system Occupational Health and Safety Framework.
Took note of the progress that is being made by the HLCM Strategic Group and expressed appreciation for its work.
Reiterated organizations’ commitment to take steps to fulfil the duty of care towards all their personnel, particularly when deployed to high risk environments.
Committed to continue to extend support to the HLCM Working Group on Duty of Care.
Expressed appreciation for the work of the Medical Directors Working Group on this subject.
Supported the adoption of the UN System Occupational Health and Safety Framework.
Emphasized the importance of a phased implementation, taking into account the different work environment of each organization.
Noted that implementation should proceed taking into consideration linkages with security and risk management.
Requested the UN Medical Directors Working Group to collect, during the first two phases of implementation, data and information regarding the costing and resourcing for the subsequent phases.
Requested UNDP to consult with the UN Secretariat regarding the possibility of using the UNMEER Ebola trust fund as a financing source for the maintenance and upgrade of health clinics within Ebola stricken countries.
Requested the UN Medical Directors Working Group to carry out a systematic mapping exercise of the current UN clinics and the related national health facilities, and to formulate a more strategic approach to ensure a long-term and comprehensive response to the issue of funding of UN clinics. Such strategy should be based on sound data and information, and should also address the need to involve member states in considerations regarding the duty of care for UN personnel at the time of programme budgeting.
Noted with appreciation the progress made against the objectives set in the HLCM Strategic Plan 2013-2016.
Recognized the value of the work done to redesign modern operational and management models, to deliver savings, to provide higher quality services, and to promote a culture of working together.
Committed to accelerate and scale up implementation of the Strategic Plan, in line with the directions provided by CEB to meet the Executive Heads’ common ambition to enhance the efficiency and effectiveness of UN organizations, through more adaptive and agile business models.
Requested HLCM Networks to work with increased urgency in conjunction with UNDG Business Operations Working Group and Regional/Country Offices piloting the Business Operations Strategy, to consider solutions for common operational approaches in any critical business processes in the areas of finance, procurement, HR and travel, highlighting the degree of feasible and desirable harmonization (full, partial and none), and present proposals to improve the present status and remove any impediments for discussion at the next HLCM.
Requested the HLCM Secretariat to develop more comprehensive, yet simple, framework to monitor progress against the Strategic Plan, with indicators of achievement, presented in an appealing and engaging way.
Requested the HLCM Secretariat to ensure that work towards the development of the next Strategic Plan starts in a timely manner, focusing on innovative solutions while being informed by the experiences and progress related to the 2013-2016 Plan, and takes into due consideration complementarity with the work-plans of the other pillars of the CEB.
Thanked the lead agencies for preparing the draft programme of work for the data revolution, as presented in CEB/2015/HLCM-HLCP/1, supported the four initiatives contained therein, and suggested further elaboration of the initiatives based on the input received from individual agencies and the CEB pillars, with a particular focus on timelines, responsibilities and resourcing for each initiative.
Requested HLCM members to nominate focal point(s) for each organization to participate in this work and through which specific requests will be channelled.
Noted the importance of integrating the call for a data revolution with a more comprehensive Digital Strategy for the UN system.
Thanked CERN for its informative presentation and welcomed its willingness to collaborate with the UN system through the relevant inter-agency mechanisms.
Took note of the progress update of the Review of the UN Compensation Package and expressed appreciation for the work done by the HR Network.
Re-affirmed its full support and commitment for a compensation system that supports the organizational change agenda set out in the HLCM Strategic Plan and is informed by the principles outlined in the CEB Statement on the ICSC review, particularly on attracting and retaining talent and strengthening the UN system’s international expatriate workforce.
Confirmed its support for a compensation system that incentivizes mobility of staff in difficult duty stations and supports diversity in the workforce.
Emphasized the importance of simplification of business processes in the implementation of the forthcoming new compensation package.
Reiterated the importance of including a flexible element in the re-designed package, to allow organizations to use their discretion in dealing with exceptional situations where it is difficult to attract and retain competent staff.
Took note of the need of adequate transitional measures towards a new compensation package and an appropriate communication strategy that would involve all stakeholders.
Requested the ICSC Secretariat to coordinate with the CEB Secretariat in order to ensure that all organizations are systematically consulted and their diverse operational needs are duly and fully reflected in the proposal that will be developed regarding the MAS65 implementation date.
Requested the CEB Secretariat to review the possible implications of implementing MAS65 on organizations’ gender balance and the diversity of their workforce.
Requested the HR Network, as the primary interlocutor with staff, to consider the proposal by FICSA on cost-sharing of its elected officials at its July 2015 session. Subsequent to the review by the HR Network, the Finance and Budget Network should analyse the proposal from the financial perspective. Both Networks would then submit their views for discussion by the Committee at its October 2015 session.
Requested the HR Network to collect data from each member organization on resourcing and funding of staff associations, and to present its findings to the Committee.
In line with the 2007 UN Climate Neutrality Strategy and the Strategic Plan for Environmental Sustainability Management that was endorsed in 2013:
a) Committed to reach Climate Neutrality by 2020 through a combination of emission reduction initiatives and purchase of offsets; and
b) Adopted the UN Roadmap towards Climate Neutrality by 2020.
Recognized that while carbon offsets are an important tool, focus should be placed on reducing the actual carbon footprint of the UN System.
To achieve these system-wide goals, HLCM members agreed to integrate the objective of “improved environmental sustainability of UN operations” in the respective programming of facilities and operations, including designing organization-specific action plans.