UN REFORM: SYG'S REPORT EXPLAINS ACCOUNTABILITY

UNCLAS USUN NEW YORK 001298 SIPDIS SIPDIS E.O. 12958: N/A TAGS: AORC KUNR UNGA SUBJECT: UN REFORM: SYG'S REPORT EXPLAINS ACCOUNTABILITY ¶1. SUMMARY: In Addendum 6 to the report of the Secretary-General, &Investing in the United Nations for a SIPDIS stronger Organization worldwide,8(A/60/846) the definition of accountability, clear accountability mechanisms, and parameters for the enforcement of accountability are addressed, as per the requests of the General Assembly in resolution 60/260. In short, a dual definition of accountability is proposed for adoption: the institutional accountability of the Secretary-General to Member States for effective programs and resource management, and the personal accountability of staff members to the SG for their conduct and performance. The report recommends that the GA endorse the definitions of accountability, recognize the existing legal framework for accountability at the UN, and note the recent strengthening of this framework. At the same time, these accountability instruments must be balanced with the need for efficiency. Staff training and program follow-up action are emphasized for improved implementation of existing mechanisms. Finally, accountability should be viewed from a perspective of progress and results, rather than negligence and corruption. In response (A/60/909),the ACABQ welcomed the effort to define accountability but requested the definition be further developed. The ACABQ further requested that reports on performance be linked to incentives and disincentives, and that the SG complete the report on applying cost-accounting techniques to strengthen results-based management efforts. END SUMMARY. ¶2. The SYG'S report suggests that elements of an effective accountability system include: - a) a clearly defined institutional/governance framework; - b) a clear definition of responsibility, authority and results to be achieved; - c) adequate resources and tools to implement mandates; - d) effective monitoring and oversight of program, budgetary and staff performance; and, - e) effective follow-up and clear, meaningful consequences. -------------- ACCOUNTABILITY FOR RESULTS -------------- ¶3. Action towards accountability for results has focused on reporting requirements and the establishment of the Management Performance Board and Oversight Committee. A management culture should be developed, based on results and clear objectives. Main challenges include strengthening internal controls, monitoring, and evaluations. -------------- -------------- ACCOUNTABILITY FOR FINANCIAL RESOURCES MANAGEMENT -------------- -------------- ¶4. Accountability for the management of financial resources has been based on checks and balances, with divided responsibilities and transactions scrutinized by multiple individuals. The SYG is accountable to Member States for financial management, safeguarding of assets, and efficient use of resources, and submits regular reports to inform Member States how funds are being utilized. Strong training and certification requirements for staff members are needed to strengthen accountability when authority is delegated. -------------- ACCOUNTABILITY FOR HUMAN RESOURCES -------------- ¶5. In terms of accountability for human resources, all staff up to and including those at the Assistant Secretary General level are covered by the performance appraisal system (PAS). Reports on human resources management are submitted to the GA regularly. -------------- ACCOUNTABILITY FOR PROCUREMENT MANAGEMENT -------------- ¶6. Accountability for procurement management was addressed by the SYG,s report (A/60/846/Add.5),which specifies concrete measures for promoting ethics through training programs, updated procurement processes and enhanced governance. In addition, the full authority currently given to the Dept. of Peacekeeping Operations, which then delegates to individual procurement officers, is currently under review. -------------- ANALYSIS OF THE ACABQ -------------- ¶7. The ACABQ, in response, welcomed the proposed definition of accountability but requested definition in all areas. They called for strengthening of the accountability framework through concrete measures, reports linking performance with incentives/disincentives, attention to the accountability of senior managers, and the further development of results-based management. In particular, they call for the SG to complete the report on cost-accounting techniques for results-based management. ¶7. CONCLUSION: As requested by the General Assembly, a working definition of accountability is provided, as well as a review of the accountability mechanisms already in place and those still needed. The report explicitly acknowledges the limited effectiveness of the current accountability system, and proposes means of better implementation, such as follow-ups, certification of staff, and enhanced training programs. In addition, the report suggests various reforms to the accountability system, including a chance of perspective to results-based management, an emphasis on efficiency, clear objectives and meaningful consequences. The ACABQ response welcomes these efforts but desires further development and action on most points. ¶8. COMMENTS: The report explicitly acknowledges the limited effectiveness of the accountability system, yet devotes much attention to existing mechanisms and procedures. Specific evaluations of the flaws and advantages of accountability procedures may be in order to better consider reform proposals. END COMMENT. BOLTON