Risk management and resilience-building

The UN system has made considerable achievements in the past few years in the areas of controls, risk mitigation, transparency and accountability (including through the implementation of ERP systems, IPSAS, Audit Oversight Committees, Statements of Internal Controls, etc.).
HLCM is striving to consolidate a ‘trust based’ relationship between Member-States and the UN system. To continue to build this relationship, the Committee focused on ensuring the provision of consistent, accurate, and timely controls. In this regard, HLCM recognizes the strategic value of collective engagement to devise effective and coordinated approaches to the management and mitigation of risks.
HLCM has started developing a number of policies and tools in this area. The UN system must continue to build on them and devise a comprehensive new framework that provides for the appropriate vetting, monitoring and accountability of partners (within and across the system), for the safety and security of staff, for the mainstreaming of the human rights factor in every aspect of the UN’s work, and for the protection against sexual exploitation and sexual abuse.

HLCM also recognizes the need to focus more on key risks and to improve the UN system’s capacity to manage and mitigate them. These include threats of all kinds, including programmatic, strategic, business disruption, security threats, cyber security and reputational.

HLCM has started developing a number of policies and tools in this area. The UN system must continue to build on them and devise a comprehensive new framework that provides for the appropriate vetting, monitoring and accountability of partners (within and across the system), for the safety and security of staff, for the mainstreaming of the human rights factor in every aspect of the UN’s work, and for the protection against sexual exploitation and sexual abuse.

It is critical for the UN system to continue to improve policies, operational tools and administrative procedures to enable the UN to operate in high risk situations, while meeting its duty of care for staff, without whom the implementation of programmes would not be possible. Concepts of risk management and duty of care should be seen as two sides of the same coin, mutually reinforcing. A new approach to “how to deliver” requires the UN system to look at completely new ways to integrate risk management across all programmes.

In moving forward on this topic, the HLCM will draw on the expertise and lessons from the development of the “UN System Organizational Resilience Management System and the Reference Risk Management, Oversight & Accountability Model”, and will be informed by CEB Common Principle n. 8 - Transparency and Accountability: “The UN system entities, individually and collectively, will hold themselves to the highest level of accountability to those they serve, including the most vulnerable and marginalized…”.

During the next period the Committee will provide support and technical advice to the Special Coordinator on Improving the United Nations Response to Sexual Exploitation and Abuse, towards the operationalization of the recommendations contained in the report of the Secretary-General on sexual exploitation and sexual abuse. This work would also be instrumental to a more effective roll-out of the Human Rights up Front initiative, which calls for a cultural change within the UN system to ensure staff recognize prevention and protection as a core responsibility and that they have a better understanding of how their work reinforces pillars other than their own.

HLCM will also work to respond to the General Assembly’s mandate to develop a single agreed definition, across the United Nations system, of what constitutes fraud, as well as cases of suspected or presumptive fraud; and commonly agreed definitions for vendors, implementing partners and grant recipients. As part of this work, and in close coordination with UNDG, HLCM will engage to develop and implement approaches for vetting and sharing information on implementing partners.

United Nations organizations are confronting unique challenges, as they balance the need for increased cyber security with delivering their mandates, which often calls for significant levels of transparency while also protecting privacy of at-risk populations. Organizations would, therefore, benefit from collaboration across the UN system and with partners on monitoring of, and response to, cyber threats, and implementing mitigation measures. HLCM will engage in a renewed effort in this area.

The following decisions are extracted from official reports.

Action on Risk, Resilience and Prevention, High-Level Committee on Programmes - Decision posted: 16/03/2017
Action on risk, prevention and resilience , High-Level Committee on Programmes - Decision posted: 26/09/2016
Action on ERP Interoperability Feasibility Study, High-Level Committee on Management - Decision posted: 28/07/2016
Action on ERP Inter-operability Study, High-Level Committee on Management - Decision posted: 28/07/2016
Action on Post-2015 Development Agenda, High-Level Committee on Programmes - Decision posted: 09/12/2014

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The following decisions are extracted from official reports.

Action on Disclosure of information contained in internal audit reports, Chief Executives Board for Coordination - Decision posted: 26/10/2007

The following decisions are extracted from official reports.

Action on Risk, Resilience and Prevention, High-Level Committee on Programmes - Decision posted: 16/03/2017
Action on risk, prevention and resilience , High-Level Committee on Programmes - Decision posted: 26/09/2016
Action on Post-2015 Development Agenda, High-Level Committee on Programmes - Decision posted: 09/12/2014

The following decisions are extracted from official reports.

Action on ERP Inter-operability Study, High-Level Committee on Management - Decision posted: 28/07/2016
Action on ERP Interoperability Feasibility Study, High-Level Committee on Management - Decision posted: 28/07/2016
Action on the Risk Management, Oversight & Accountability Model, High-Level Committee on Management - Decision posted: 05/12/2014
Action on the Organizational Resilience Management System, High-Level Committee on Management - Decision posted: 05/12/2014
Action on the financial instruments and mechanisms for International Organizations, High-Level Committee on Management - Decision posted: 24/04/2014

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The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of 36th Session (October 2018, Paris) (CEB/2018/5), High-Level Committee on Management - Session report posted: 20/12/2018
Report of 34th Session (September 2017, Geneva) (CEB/2017/5), High-Level Committee on Management - Session report posted: 22/11/2017
Report of 33rd Session (March 2017, Budapest) (CEB/2017/3), High-Level Committee on Management - Session report posted: 23/05/2017
HLCM Strategic Plan 2013-2016 (CEB/2013/HLCM/2), High-Level Committee on Management - Session report posted: 12/06/2013
Report of 32nd session (September 2016, New York) (CEB/2016/6), High-Level Committee on Programmes - Session report posted: 01/12/2016

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The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

First Regular Session Report (April 2013, Madrid) (CEB/2013/1), Chief Executives Board for Coordination - Session report posted: 17/06/2013

The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of 32nd session (September 2016, New York) (CEB/2016/6), High-Level Committee on Programmes - Session report posted: 01/12/2016

The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of 36th Session (October 2018, Paris) (CEB/2018/5), High-Level Committee on Management - Session report posted: 20/12/2018
Report of 34th Session (September 2017, Geneva) (CEB/2017/5), High-Level Committee on Management - Session report posted: 22/11/2017
Report of 33rd Session (March 2017, Budapest) (CEB/2017/3), High-Level Committee on Management - Session report posted: 23/05/2017
HLCM Strategic Plan 2013-2016 (CEB/2013/HLCM/2), High-Level Committee on Management - Session report posted: 12/06/2013
Report of 25th Session (March 2013, Rome) (CEB/2013/3), High-Level Committee on Management - Session report posted: 12/04/2013

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The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of UNDG meeting (January 2009, New York), United Nations Development Group - Session report posted: 13/03/2013

The CEB and its subsidiary mechanisms meet and report on a bi-annual basis.

Report of 18th Session Videoconference (16 February 2012) (CEB/2012/HLCM/FB/6), Finance & Budget Network - Session report posted: 25/09/2012
FB Questions: 88th Session, (August 1998, New York) (ACC/1998/6), Finance & Budget Network - Session report posted: 28/11/2011
Report of 4th Session (July 2005, New York) (CEB/2005/HLCM/26), Finance & Budget Network - Session report posted: 28/11/2011
Report of 23rd Session (16-17 June 2014, IAEA, Vienna ) (CEB/2014/HLCM/FB/11), Finance & Budget Network - Session report posted: 06/02/2015
Annual Overview Report (July 2013, New York) (E/2014/69), Chief Executives Board for Coordination - Report posted: 11/06/2014
Annual Overview Report (July 2015, New York) (E/2015/71), Chief Executives Board for Coordination - Report posted: 01/06/2015
Annual Overview Report (May 2014, New York) (E/2014/69), Chief Executives Board for Coordination - Report posted: 21/05/2014
Common ICT Costing and Benchmarking, Digital & Technology Network - Briefings posted: 04/05/2012
International Public Sector Accounting Standards, Chief Executives Board for Coordination - posted: 19/06/2014
International Public Sector Accounting Standards, Chief Executives Board for Coordination - posted: 19/06/2014
Information and communications technology , Chief Executives Board for Coordination - posted: 17/06/2014
Management issues , Chief Executives Board for Coordination - posted: 17/06/2014

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This page is maintained by HLCM and was last updated on Tue, 10/02/2018 - 10:49