FIFTH COMMITTEE CONSIDERS REPORTS OF JOINT INSPECTION UNIT

22 October 1997

Press Release
GA/AB/3172

FIFTH COMMITTEE CONSIDERS REPORTS OF JOINT INSPECTION UNIT

19971022 Expressing regret that the Joint Inspection Unit (JIU) continued facing problems in recruiting staff and in selecting inspectors, Algeria's representative offered this morning to take part in efforts to enhance the Unit's effectiveness, as the Fifth Committee (Administrative and Budgetary) began discussing the reports of that oversight body.

Speaking on the lack of implementation of JIU recommendations, he said Member States, the secretariats of the 23 participating organizations and the JIU must work together to increase system-wide efficiency.

However, the United States' representative said one of the JIU's report should have dwelt more on its successes than on its lack of resources and the inadequacies of those working with it. The Unit should refrain from commenting on the work of other oversight bodies and keep to its own.

Presenting the JIU reports, Chairman Khalil Issa Othman said the Unit had taken measures to improve its work by developing basic principles that called for a thorough screening of all proposals, and was placing more emphasis on administrative and budgetary issues. The JIU's lack of staff and of independence in choosing well-qualified employees should be addressed.

The Fifth Committee will meet again at 3 p.m. today to hear Secretary- General Kofi Annan formally present his proposed 1998-1999 budget, his first.

Committee Work Programme

The Fifth Committee met this morning to consider reports of the Joint Inspection Unit (JIU) and of the Secretary-General pertaining to implementation of JIU recommendations.

The JIU is the Organization's only independent system-wide inspection, evaluation and investigation body. It consists of 11 inspectors, appointed by the Assembly, with experience in international administrative and financial matters serving in their personal capacity for a term of five years, renewable once. The Inspectors have the broadest power of investigation in all matters pertaining to the Organization's efficiency of services and use of resources. They are mandated to make recommendations aimed at improving management and coordination. The Unit makes its recommendations to the Assembly on the basis of their investigations.

A note from the Secretary-General transmits the Unit's work programme for 1996-1997, the indicative list for 1997-1998 and beyond, and the internal roster (document A/51/559 and A/51/559/Corr.1). Included in the work programme is the United Nations access control system (card access system). The card access system had been intended to tighten security arrangements at Headquarters, but had subsequently been abandoned -- after payment in the amount of $938,764 had been made to an outside contractor. The matter had been referred to the Office of Internal Oversight Services. The Office's findings had been made known to the Unit, and would be submitted to the Assembly at its fifty-first session, the report states. The Unit would await the Assembly's decision on the matter.

Some of the additional matters in the Unit's work programme are fellowships in the United Nations system and peacekeeping operations. Regarding fellowships, the report states that the system-wide inspection was requested by the Consultative Committee on Programme and Operational Questions. The objectives include assessing the contributions offered to capacity-building, and enhancing the current administration of fellowships. Under peacekeeping and related operations, the report lists JIU reports on the subject and states that it does not envisage undertaking any studies on the subject during the 1996-1997 work programme.

Another note from the Secretary-General transmits the JIU's programme of work for 1997 to 1998 and its preliminary work programme for 1998 to 1999 (document A/52/267). In 1997-1998, the Unit's investigations will focus on two areas: management, budgetary and administrative issues; and operational activities for development.

Under management, the JIU anticipates eight reports during 1997-1998 on subjects including the International Labour Organization (ILO); procedures and costs of United Nations documents; and use of experts and consultants in the United Nations system. JIU reports on operational activities during that

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period will cover United Nations support for science and technology in Latin America and the Caribbean, and the use of information systems and technology in support of the Organization's system-wide special initiative on Africa.

The report states that the Inspectors had preliminarily identified nine subjects for reports during 1998-1999. Those subjects, which fall under the heading of management, budgetary and administrative issues, include practices and procedures for awarding contracts, performance appraisal systems, management and administration of the World Health Organization (WHO), United Nations archival policies, practices and procedures for senior-level appointments, and review of the administrative and financial management systems of the International Court of Justice (ICJ).

The JIU's annual report for 1995-1996 (document A/51/34) states that in keeping with the Assembly's consistent call for strengthening external oversight bodies, the Unit had requested a modest increase in staff resources in its budgetary requirements for the biennium 1996-1997. That request had been ignored by the Secretary-General, without explanation, according to the report.

While Member States are taking increasing interest in the work of the JIU, legislative organs of most participating organizations merely take note of the Unit's reports and recommendation, according to the report. That in turn creates legal ambiguity about secretariats' obligations to implement recommendations. Internally, the Unit has been making efforts to streamline its working methods to enhance efficiency. However, the Unit's budgetary and administrative independence remain a matter of concern for the Inspectors.

Regarding other oversight bodies, the report states that the Unit's relations with the Advisory Committee on Administrative and Budgetary Questions (ACABQ) are generally good, but a more substantial working relationship would be useful. Relations with the Committee for Programme and Coordination (CPC) were productive. Good relations continued between the Unit and the Panel of External Auditors as well as the United Nations Board of Auditors. Relations with the International Civil Service Commission will be developed further, and relations with the Office of Internal Oversight Services continue to be strengthened.

The report states that follow-up should begin immediately after a Unit report is distributed for action. The Unit is developing a follow-up system to ensure greater implementation of its recommendations. As part of that system, heads of participating organizations will be asked to provide a timetable for implementation of approved JIU recommendations.

Attached to the report are two annexes, the first of which lists the Unit's standards and guidelines. It also provides definitions of inspections, investigations, and evaluations. An inspection aims to improve operational effectiveness and efficiency; an evaluation measures an activity's outputs

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against legislative mandates; and an investigation reviews a specific case involving alleged misconduct, waste, abuse of authority, violations of rules or other forms of mismanagement. The second annex lists the 10 JIU reports issued during the reporting period.

A more recent annual report of the JIU (document A/52/34) describes the Unit's work during the period of 1 July 1996 to 30 June 1997. In response to the Assembly's request, the Unit has made concerted efforts to streamline and enhance its procedures. Such efforts include making the format of its reports more uniform and reader-friendly. In addition, the Unit has focused its reports on inspections and evaluations on concrete managerial and administrative issues. Due to the continued development of its internal technological information system, the Unit has been able to propose shifting staff resources from administrative support to research activities.

The Unit's proposed budget showed a 2 per cent negative real growth, the report states. To respond to its tasks, the Unit had requested one additional post, which would be more than offset by decreased requirements in non-post items. That request had been included by the Secretary-General in his proposed programme budget for the 1998-1999 biennium.

The report states that at the Unit's request, the Board of Auditors and the Office of Oversight Services (OIOS) agreed to meet regularly with the Unit to compare notes and prevent overlapping. One substantive meeting is planned before the end of 1997. Several meetings had been held with the OIOS to discuss ways to improve cooperation, as part of the overall strengthening of relations with that body.

The report further states that the Unit is concerned about implementation and follow-up to its reports. The Unit traces the problem to when and how the reports are presented to the legislative bodies of relevant bodies in the United Nations system, as well as the decisions taken to implement them. While most of the participating organizations have procedures in place to submit JIU reports to their legislative organs, those procedures fall short in follow-up on the implementation of recommendations contained therein, according to the Unit.

A proposal for a more effective system of follow-up, for consideration and action by the legislative organs of those bodies under its jurisdiction, is contained in an annex to the report. The proposal prescribes distribution procedures aimed at ensuring sufficient time for careful consideration of the reports by the Member States and legislative organs of participating organizations. It delineates procedures to track and report on steps to ensure serious consideration of reports upon their issuance, as well as measures to implement approved recommendations and determine their impact. A second annex lists the eight reports issued by the JIU during the reporting period.

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The Secretary-General's report on implementation of the recommendations of the JIU (document A/52/206) addresses issues which had been taken up in eight JIU reports over the past years. In the present report, there is information regarding the reorganization of the Department of Public Information (DPI); implementation of the optical disk system; working with non-governmental organizations (NGOs); review of the specific development needs of small Member States and the Organization's responsiveness in meeting those needs; and United Nations system support for science and technology in Africa.

Due to departmental reorganization, many of the Unit's recommendations on DPI were no longer relevant, according to the report. Regarding the optical disk system, the report notes that the system had been fully operational in Geneva and New York since 1993. The report suggests establishing a trust fund of voluntary contributions to be used for the further enlargement of the system.

In response to the Unit's recommendations pertaining to giving greater consideration of "smallness" in determining the allocation of development assistance, the report states that the ACABQ deems poverty the primary criterion for determining development needs, not size. Nonetheless, efforts have been made by United Nations bodies that respond to the general principles in the Unit's recommendations. For example, the United Nations International Drug Control Programme held a meeting on cooperation in drug control which recognized small States' vulnerability to drug trafficking and money- laundering. A number of United Nations Environment Programme (UNEP) activities also target small States, assisting, for instance, in information gathering and waste management.

KHALIL ISSA OTHMAN, Chairman of the JIU, introduced the reports and highlighted some of their main features. He said that the JIU had taken measures to improve its programme of work by developing basic principles and parameters that called for a thorough screening of all requests and proposals. Those included the assessment of available capabilities and resources, the identification of priorities and the avoidance of duplication with other oversight bodies. The Unit was placing more emphasis on topics related to administrative, budgetary and managerial issues.

Further, it was also focusing on system-wide and multi-organizational reports which now constituted 60 per cent and 70 per cent of the last two work programmes of the Unit, he said. The production of such reports was complex, with about 23 organizations participating in the Unit's work. The Unit's work cycle had been changed from January-December to July-June to ensure timely presentation of reports which had become more reader-friendly. They contained conclusions and recommendations addressed to identified actors charged with implementation.

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The quality of reports of oversight bodies, including those of the JIU, depended on the skills and expertise available to them, he said. Since a General Assembly resolution had urged Member States to pay attention to the importance of selecting qualified inspectors, it was up to them to choose well. It was up to the Assembly President, the Secretary-General and the President of the Economic and Social Council to clear and propose final decisions. The JIU secretariat suffered from lack of mobility, difficulties in recruitment and lack of independence in choosing well-qualified staff with the required skills. Those problems should be addressed and more independence in choosing staff given to the Unit. In its 1995 annual report, the Unit had said it was studying ways of having more effective leadership roles for its Chairman and Vice-Chairman by, among other things, modifying its practice of rotation. The JIU had decided that, starting in 1999, the election of the Chairman and Vice-Chairman would not follow the existing practice of regional rotation for a one-year term. Despite that, the leadership role of the Chairman would continue to be limited, compared with the situation in other oversight bodies.

The Unit, he continued, was committed to further developing internal standards and guidelines for inspection, evaluation and investigation. It was committed to establishing a system of follow-up on its recommendations since a lack of clear mechanisms for following up on the status of implementation of JIU recommendations had been of constant concern to Member States and the Unit. Legislative organs too often only took note of JIU recommendations, including those requiring specific action. For its part, the Unit noted that the value of its reports depended on effective follow-up, which required that they be seriously considered and implemented quickly. To ensure that, the Unit had advanced a set of conditions that each party should meet for a successful follow-up. It proposed a set of procedures that included a tracking system on the implementation and impact of recommendations. Thankfully, he said, the Unit had noted that some of its recommendations had been taken into account by the Secretary-General in proposing his reforms of the Organization.

DJAMEL MOKTEFI (Algeria) said that he had noticed great improvement in the Unit's reports this year. They were more readable and the recommendations focused more directly on operational matters. He regretted that the Unit faced problems on staffing, recruitment and selection of inspectors.

Coordination meetings between the various oversight bodies were of utmost importance, he continued. Problems regarding implementation of JIU recommendations were a cause for concern. Member States, secretariats of participating organizations, and the JIU must all share responsibility in increasing system-wide efficiency. He said he was ready to participate in enhancing the effectiveness of the Unit.

THOMAS REPASCH (United States) said he supported external and internal oversight for the Organization. Overall, the Unit's reports had provided an

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important opportunity for the Fifth Committee to obtain information and provide guidance for the JIU's work.

Turning to the Unit's annual report for 1996, he congratulated the Unit on the improved standards and guidelines contained in the report. However, it should have included more information on the Unit's work and successes rather than the inadequacies of those participating with it and the shortfalls in its resources. He was glad to read that in the 1997 annual report decisive steps had been taken to make JIU reports more reader-friendly. Already, such improvements were clearly visible. While he questioned the value of long- winded recommendations which were often difficult to implement, the Unit was on the right track.

He said he would welcome hearing the feedback of bodies considering the Unit's reports. To economize effort, the anticipated tracking system should follow only those reports containing practical conclusions and recommendations for actions. He asked for further clarification on skills needed for its secretariat. What skills were currently lacking? he asked.

The work programme for 1997-1998 seemed comprehensive, he said. What was the time-frame for the inspections? he asked. Narrowly focused, less comprehensive inspections could lead to more practical recommendations. He asked what procedure the Unit had followed to ensure that its guidelines were complied with.

The Secretary-General's report on implementation of the Unit's recommendations lacked concrete information concerning which actions had resulted from the Unit's recommendations. He asked what the Fifth Committee could do to enhance the work of the JIU. The JIU should refrain from making comments on the work of other oversight bodies, and keep to its own work.

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