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The drafting of the HLCM Strategic Plan for the period 2017-2020 has been informed by all such discussions and deliberations. The HLCM Strategic Results Paper (CEB/2016/HLCM/3) approved by HLCM at its March 2016 Session and subsequently endorsed by the CEB, identified some priority areas for action in the next period. To ensure full transparency and inclusiveness in the process of developing the new Strategic Plan, all HLCM members have been given the opportunity to further refine priority activities and working methods of the Committee through a survey that was shared in early summer 2016, and through one-to-one consultations.


The new Plan, and the accompanying Results Framework, will be considered for approval by the Committee at its October 2016 session, and will be further reviewed for any adjustments in the spring of 2017, on the basis of the inter-governmental mandates that will provided by the new QCPR Resolution, and of the vision for management reform that will be formulated by the new Secretary-General.


In her report to the CEB for the April Session of 2016, the HLCM Chair stressed that “with the 2030 Agenda calling on the United Nations System to move from silos to synergy, and from fragmentation to partnership, the system must pool its strengths and foster its integration on all fronts, including operations. The operational infrastructure of our organizations is the key enabler in the pursuit of such integrated approach”. This view, endorsed by the CEB, sets the backdrop for the HLCM Strategic Plan for 2017-2020.