INTERNATIONAL CIVIL SERVICE COMMISSION (ICSC)

http://icsc.un.org/about/default.asp

The ICSC is an independent expert body established by the United Nations General Assembly. Its mandate is to regulate and coordinate the conditions of service of staff in the United Nations common system, while promoting and maintaining high standards in the international civil service.The Commission is composed of fifteen members who serve in their personal capacity. They are appointed by the General Assembly for four-year terms, with due regard for broad geographical representation. The Chairman and the Vice-Chairman are full-time members and are based in New York. The full Commission meets twice a year.

SUBSIDIARY BODIESThe ICSC is assisted by an expert subsidiary body, the Advisory Committee on Post Adjustment Questions (ACPAQ), which provides technical advice on the methodology of the post adjustment system. Other working groups and panels are established on an ad hoc basis as the need arises.ACPAQ is composed of six members and is chaired by the Vice Chairman of ICSC.  The chief of the Cost-of-Living Division serves as secretary to ACPAQ.ACPAQ usually meets every year to review methodological and other technical issues related to the operation of the post adjustment system, and to make recommendations for ICSC's consideration and approval

ICSC MANDATEThe ICSC mandate covers all facets of staff employment conditions, but the type of action it is empowered to take in a specific area is regulated under its statute. On some matters (e.g. establishment of daily subsistence allowance; schedules of post adjustment, i.e. cost-of-living element; hardship entitlements), the Commission itself may take decisions. In other areas, it makes recommendations to the General Assembly which then acts as the legislator for the rest of the common system. Such matters include Professional salary scales, the level of dependency allowances and education grant. On still other matters, the Commission makes recommendations to the executive heads of the organizations; these include, in particular, human resources policy issues.

THE COMMON SYSTEMThe term common system is shorthand for the United Nations common system of salaries, allowances and other conditions of service. Its origin can be traced to the relationship agreements concluded between the United Nations and the specialized agencies. While the wording of these agreements varies, most of them carry language to the effect that it is agreed to develop common personnel standards, methods and arrangements designed to avoid serious discrepancies in terms and conditions of employment, to avoid competition in recruitment of personnel and to facilitate the interchange of personnel. The common system was intended to prevent competition among the organizations in staff recruitment and to facilitate exchange of staff. Other rationales for a common system include:

Efficiency/economy of scale: central maintenance of salary scales and allowance schedules means far fewer resources have to be deployed for these purposes in each organization;

Equity/fairness: morale can be jeopardized when staff working side by side have different conditions of service -- a uniform approach lessens such dissatisfaction;

Cost-efficiency/control: for the Member States, a common set of employment conditions permits an overview of staff costs.

The system comprises the United Nations, its affiliated programmes, thirteen specialized agencies, and one organization with a special status under the ICSC statute. The World Bank Group and the International Monetary Fund (also known as the Bretton Woods institutions) are not part of the common system.Staff statistics of United Nations Common System Organizations (Tables) can be found in the Chief Executives Board for Coordination (CEB) website: http://www.unsceb.org/content/hr-statistics-reports

COST-OF-LIVING DIVISIONThe Cost-of-living Division is managed by the Chief of the Cost-of-Living Division, who is accountable to the Executive Secretary of ICSC. It is responsible for the operation of the Post Adjustment System and Rental Subsidy Scheme.Its duties include: Carrying out periodic cost-of-living surveys; collecting data on expenditure patterns of

staff, prices for a basket of goods and services, and data on housing costs; Calculating post adjustment indexes which express cost-of-living relativities between

each duty station of the United Nations common system and New York;  Updating of post adjustment indexes on a monthly basis;  Maintaining the rental subsidy scheme, which is linked to the post adjustment system;  Publishing post adjustment reports on a monthly basis;  Calculating and publishing retail price indexes.

Information on Post Adjustment Reports, Schedule of Cost-of-Living Surveys and Reports, Retail Price Indexes are available in this section.

HUMAN RESOURCES POLICIES DIVISIONIn support of the work of the International Civil Service Commission, the role of the Human Resources Policies Division is to develop proposals for the establishment, revision and/or enhancement of human resources management policies in the common system with particular reference to job evaluation, career structures, staff development schemes, performance management systems, recruitment and mobility guidelines, and gender equity strategies, and to support unity of implementation of these policies in the organizations of the common system. In carrying out this function, the Division is responsible for: Leading and preparing studies on specific aspects of human resources management and

providing policy guidance to the organizations on the conditions of service of staff as approved by the Commission and the General Assembly. 

Establishing, reviewing and updating related tools such as job evaluation manuals and handbooks and advising and training organizations in their application.  

Classifying duty stations according to conditions of life and work under the mobility and hardship scheme and recommending the granting of danger pay. 

Monitoring and reporting on the implementation by organizations of all recommendations and decisions of the ICSC including the improvement of the status of women in the common system. 

Providing guidance, advice and training to organizations of the common system in any relevant area of work.

Information on Human Resource Management, Job Evaluation, Mobility and Hardship and Danger Pay are available in this section.

SALARIES AND ALLOWANCES DIVISIONThe Salary and Allowances Division is managed by the Chief of the Division, who is accountable to the Executive Secretary of ICSC. The Salaries and Allowances Division is responsible for conducting studies and surveys to address appropriate levels of salaries and allowances of United Nations common system staffIts main duties include: Monitoring net and gross base/floor salary scale of staff in the Professional and higher

categories and recommending adjustments to levels of salaries and rates of staff assessment used in conjunction with gross base salaries;  

Monitoring and reporting on the net remuneration margin between the Professional and higher categories of the common system and officials in comparable positions of the United States federal civil service;  

Carrying out periodic studies to determine the best paid national civil service used as a comparator of the United Nations common system;  

Monitoring and adjusting the levels of pensionable remuneration and common scale of staff assessment;  

Carrying out periodic surveys of conditions of service of General Service and other locally recruited staff at the eight headquarters duty stations, i.e., Geneva, London, Madrid, Montreal, New York, Paris, Rome and Vienna;  

Conducting periodic studies of the appropriate levels of allowances and benefits including education grant, dependency allowances, separation payments, etc;  

Operating the daily subsistence allowance (DSA) system of the United Nations common system and publishing monthly DSA reports;  

Review of methodologies and best practices relating to the above areas.

Information on Salaries and Allowances, Daily Subsistence Allowance (DSA), Pensionable Remuneration Scales and Salary Scales is available in this section.

COMMON SYSTEM MEMBERS

ORGANIZATION HEADQUARTERS

United Nations (UN) New York

United Nations Development Programme (UNDP)* New York

United Nations Population Fund (UNFPA)* New York

United Nations Office for Project Services (UNOPS)* Copenhagen

United Nations High Commissioner for Refugees (UNHCR)* Geneva

United Nations Children's Fund (UNICEF)* New York

United Nations Relief and Works Agency for Palestine Refugees in the Near East (UNRWA)* Gaza

International Trade Centre (ITC)* Geneva

International Labour Organization (ILO) Geneva

Food and Agriculture Organization (FAO) Rome

World Food Programme (WFP)* Rome

United Nations Educational, Scientific and Cultural Organization (UNESCO) Paris

World Health Organization (WHO) Geneva

International Civil Aviation Organization (ICAO) Montreal

Universal Postal Union (UPU) Bern

International Telecommunication Union (ITU) Geneva

World Meteorological Organization (WMO) Geneva

International Maritime Organization (IMO) London

World Intellectual Property Organization (WIPO) Geneva

International Fund for Agricultural Development (IFAD) Rome

United Nations Industrial Development Organization (UNIDO) Vienna

International Atomic Energy Agency (IAEA) Vienna

World Tourism Organization (UNWTO) Madrid

International Seabed Authority (ISA) Jamaica

   * Affiliated programmes of the UN.

CHIEF EXECUTIVES BOARD (CEB)

http://www.unsceb.org/

The United Nations System Chief Executives Board for Coordination (CEB) is the main instrument for supporting and reinforcing the coordinating role of the United Nations intergovernmental bodies on social, economic and related matters.

BACKGROUNDThe UN Charter established the terms by which a decentralized UN system would function. At the center of that system would be the United Nations and its principal organs. The United Nations would deal directly with questions of peace and security, as well as issues of a political nature. It would act in concert with and through the specialized agencies on social, economic and related matters. The specialized agencies would carry out their respective mandates in their fields of expertise. Responsibility for effectively coordinating the work of the specialized agencies at the intergovernmental level would rest with the General Assembly and ECOSOC.The origins of CEB date back to 1946, when the Economic and Social Council, stressing its desire to “discharge effectively its responsibility to coordinate the activities of the specialized agencies”, adopted resolution 13 (III), which requested the Secretary-General to “establish a standing committee of administrative officers of the specialized agencies brought into relationship with the United Nations, for the purpose of taking all appropriate steps, under the leadership of the Secretary-General, to ensure the fullest and most effective implementation of the agreements entered into between the United Nations and the specialized agencies.” The UN Secretary-General established the Administrative Committee on Coordination (ACC), then known as Coordination Committee. The title of ACC was given in 1948 to distinguish it from ECOSOC’s own Coordination Committee. In 2001, ACC was renamed the UN System Chief Executives Board for Coordination.

MANDATEThe Chief Executives Board for Coordination (CEB) is the longest-standing and highest level coordination forum in the history of the United Nations. It comprises the leadership of 29 member organisations.The underlying premise in the creation of the Administrative Committee on Coordination (ACC, predecessor of CEB) was that an institutional mechanism was needed to draw the disparate parts of a decentralized system of specialized bodies - each with its own constitution, mandate, governing bodies and budgets - into a cohesive and functioning whole.The UN Charter’s call for coordination through “consultation and recommendation” underscores the decentralized nature of the UN system. No central authority exists to compel compliance by organizations of the system to act in a concerted manner.  Coordination and cooperation are contingent upon the willingness of system organizations to work together in pursuit of common goals.In the many decades since its establishment there have been a number of reviews and reforms of the coordination machinery. CEB meets twice a year under the chairmanship of the UN Secretary-General.

STRUCTUREThe CEB is chaired by the UN Secretary-General and carries out its role through three mechanisms:

High-Level Committee on Programmes, which promotes system-wide cooperation, coordination and knowledge sharing in programme and operational areas. High-Level Committee on Management, which identifies and analyzes administrative management reforms with the aim of improving efficiency and simplifying business practices.United Nations Development Group, which is responsible for coordinating operational activities at the country level.

MEMBERSHIPThe Membership of the CEB includes the United Nations; 15 Specialized Agencies established by intergovernmental agreements; 2 Related Organizations - World Trade Organization and the International Atomic Energy Agency; and 11 Funds and Programmes created by the United Nations General Assembly. UN Women, established by the General Assembly in 2010, is the newest member to join the CEB.The UN System Chief Executives Board for Coordination (CEB) is the longest-standing and highest-level coordination forum of the United Nations system. It meets biannually and is chaired by the UN Secretary-General.The CEB provides broad guidance, coordination and strategic direction for the system as a whole in the areas under the responsibility of executive heads. Focus is placed on inter-agency priorities and initiatives while ensuring that the independent mandates of organizations are maintained. The UN System Chief Executives Board for Coordination (CEB) comprises 29 Executive Heads of the United Nations and its Funds and Programmes, the Specialized Agencies, including the Bretton Woods Institutions (The World Bank and IMF), and Related Organizations - the WTO and the IAEA.The United Nations System Chief Executives Board for Coordination (CEB) carries out its role through three high-level committees: High-Level Committee on Programmes (HLCP), High-Level Committee on Management (HLCM) and the United Nations Development Group (UNDG).

MECHANISMS OVERVIEW1. High Level Committee on Programs has Working Groups in the areas of

Climate Change Climate Change Action Framework Inter-Agency Coordination Mechanisms: UN Energy UN Oceans UN Water

2. High Level Committee on Management (HLCM) has Networks in the areas of Finance and Budget Human Resources (HR Network)

Directors of Human Resources departments from over thirty UN and related organizations meet biannually prior to the ICSC meetings. The Network provides strategic advice and leadership in the management of human resources, focusing on specific strategic issues of interest to HR Directors, prepare views and proposals to the HLCM and ICSC, and liaise with the Federations of Staff Associations.  It seeks to harmonize and reform human resource business practices and facilitate inter-agency mobility, and coordinates the implementation of the UN Cares and the UN Dual Career and Staff Mobility programmes across the UN system. The HR Network has two major roles: a) to provide strategic advice to the Chiefs Executives of the system on human resources management developments, ensuring best practices across the system and b) to prepare, on behalf of the CEB, input and

exchange with the International Civil Service Commission (ICSC), which is responsible for the regulation and coordination of the conditions of service of the United Nations common system..

Procurement Information and Communication Technology Inter-Agency Security Management Network (IASMN) (UNDSS)

IASMN Includes UN AFPs, and meets twice yearly under the leadership of UNDSS and is comprised of senior managers from United Nations organizations who have oversight of the security function. It supports the HLCM in its comprehensive review of policies and resource-related issues pertaining to the entire United Nations security management system.  The network reviews existing and proposed policies, procedures and practices of the United Nations Security Management System and reports and makes recommendations on these to the HLCM.  They coordinate security practices and policies across the UN system. They focus, e.g., on key UN security policy issues such as security training and development, critical incident stress management, security risk and programme criticality assessments, compliance, evaluation and monitoring of the application and effectiveness of UN security policies, strengthening coordination and collaboration between the UN and NGOs.

3. United Nations Development Group has Working Groups in the areas of Resident Coordinator System Issues Joint Funding, Financial and Audit Issues Country Office Business Operations Issues Programming Issues Post-Crisis Transition

ADVISORY COMMITTEE ON ADMINISTRATIVE AND BUDGETARY QUESTIONS (ACABQ)

http://www.un.org/ga/acabq/index.asp

The ACABQ is a subsidiary organ of the General Assembly, consisting of 16 members appointed by the Assembly in their individual capacity. The functions and responsibilities of the ACABQ, as well as its composition, are governed by the provisions of Assembly resolutions 14 (I) of 13 February 1946 and 32/103 of 14 December 1977 and rules 155 to 157 of the rules of procedure of the Assembly.

The major functions of the Advisory Committee are: (a) to examine and report on the budget submitted by the Secretary-General to the General Assembly; (b) to advise the General Assembly concerning any administrative and budgetary matters referred to it; (c) to examine on behalf of the General Assembly the administrative budgets of the specialized agencies and proposals for financial arrangements with such agencies; and (d) to consider and report to the General Assembly on the auditors’ reports on the accounts of the United Nations and of the specialized agencies. The programme of work of the Committee is determined by the requirements of the General Assembly and the other legislative bodies to which the Committee reports.

Extracts from GA Resolutions concerning ACABQ

GA Resolution 32/103 Amendments to rules 156, 157 of the rules of procedure of the GA.In operative paragraphs 1 and 2 of its resolution, the General Assembly:“1. Decides to increase the membership of the Advisory Committee on Administrative and Budgetary Questions from thirteen to sixteen members” and “2. Decides to amend, with effect from 1 January 1978, rules 155 to 157 of its rules of procedure to read as follows: “Rule 155“ The General Assembly shall appoint an Advisory Committee on Administrative and Budgetary Questions consisting of sixteen members, including at least three financial experts of recognized standing. “Rule 156 “ The members of the Advisory Committee on Administrative and Budgetary Questions, no two of whom shall be nationals of the same State, shall be selected on the basis of broad geographical representation, personal qualifications and experience and shall serve for a period of three years corresponding to three calendar years. Members shall retire by rotation and shall be eligible for reappointment. The three financial experts shall not retire simultaneously. The General Assembly shall appoint the members of the Advisory Committee at the regular session immediately preceding the expiration of the term of office of the members or, in case of vacancies, at the next session. “Rule 157 “The Advisory Committee on Administrative and Budgetary Questions shall be responsible for expert examination of the programme budget of the United Nations and shall assist the Administrative and Budgetary Committee (Fifth Committee). At the beginning of each regular session at which the proposed programme budget for the following biennium is to be considered, it shall submit to the General Assembly a detailed report on the proposed programme budget for that biennium. It shall also submit, at such times as may be specified in the applicable provisions of the Financial Regulations and Rules of the United Nations, a report on the accounts of the United Nations and all United Nations entities for which the Secretary-General has administrative responsibility. It shall examine on behalf of the General Assembly the administrative budgets of specialized agencies and proposals for

financial and budgetary arrangements with such agencies. It shall perform other duties as may be assigned to it under the Financial Regulations of the United Nations.”

102 nd plenary meeting 14 December 1977

GA Resolution 3188 (XXVIII) on granting of privileges and immunities to the Chairman ACABQBy its resolution, the General Assembly approved the granting of the privileges and immunities referred to in articles V and VII of the Convention on the Privileges and Immunities of the United Nations, adopted by the General Assembly on 13 February 1946 (see resolution 22 A (I), annex) to the Chairman of the Advisory Committee on Administrative and Budgetary Questions.

2206 th plenary meeting 18 December 1973

GA Resolution 14 (I) on budgetary and financial arrangements. In operative paragraph 2 of its resolution, the General Assembly resolved that:“2. To facilitate the consideration of administrative and budgetary questions by the General Assembly and its Administrative and Budgetary Committee, there be appointed at the beginning of the second part of the first session of the General Assembly, an Advisory Committee on Administrative and Budgetary Questions of nine members (instead of seven as laid down in rule 37 of the provisional rules of procedure) with the following functions: (a) to examine and report on the budget submitted by the Secretary-General to the General Assembly; (b) to advise the General Assembly concerning any administrative and budgetary matters referred to it; (c) to examine on behalf of the General Assembly the administrative budgets of specialized agencies and proposals for financial arrangements with such agencies; (d) to consider and report to the General Assembly on the auditors’ reports on the accounts of the United Nations and of the specialized agencies. The Committee shall deal with personnel matters only in their budgetary aspects, and representatives of the staff shall have the right to be heard by the Committee.” Thirty-first plenary meeting, 13 February 1946

GA COMMITTEES

Each Member State may be represented by one person on each Main Committee and on any other committee that may be established upon which all Member States have the right to be represented.Member States may also assign advisers, technical advisers, experts or persons of similar status to these committees. [Rule 100 of the rules of procedure of the General Assembly] Six Main Committees First Committee (Disarmament and International Security Committee) Second Committee (Economic and Financial Committee) Third Committee (Social, Humanitarian and Cultural Committee) Fourth Committee (Special Political and Decolonization Committee) Fifth Committee (Administrative and Budgetary Committee) Sixth Committee (Legal Committee)

FIFTH COMMITTEE

http://www.un.org/en/ga/fifth/index.shtml

The second resumed part of the sixty-seventh session of the Fifth Committee concluded on 28 June 2013.The main part of the sixty-eighth session of the Fifth Committee is scheduled to begin on 3 October 2013.

Programme of Work & Status of Documentation of the 67th SessionSecond Resumed Session (May 2013) Programme of Work (Web | PDF) Status of Preparedness of Documentation (A/C.5/67/L.32) Statements of delegations and UN officials Webcast of Fifth Committee Formal Meetings

First Resumed Session (March 2013) Programme of Work (Web | PDF) Status of Preparedness of Documentation (A/C.5/67/L.21) Statements of delegations and UN officials Webcast of Fifth Committee Formal Meetings

Main Session (October - December 2012) Programme of Work (Web | PDF) Status of Preparedness of Documentation (A/C.5/67/L.1) Statements of delegations and UN officials Webcast of Fifth Committee Formal Meetings

The Programme of Work is decided by the Bureau of the Committee. Once approved by the Bureau it is distributed in hard copy to the Committee and published on the Fifth Committee website. The Programme links to the documents that are under consideration. Document symbols are added as soon as they become available. The Programme of Work is regularly approved and updated by the Bureau to reflect progress in the discussions. Please check this page regularly for the latest updates.

Before the session begins, the Status of Preparedness of Documentation in front of the Committee is issued as an L. document. This document outlines what documents have been submitted and when they are due for issuance.

The Statements of delegations and UN officials are categorized by agenda item and session and are uploaded shortly after each formal meeting in a compendium of electronic copies of statements held by delegations, advisory bodies and UN officials during formal meetings of the Fifth Committee.

In accordance with resolution 66/246 of 24 December 2011, in which with the General Assembly decided to approve live webcasting, and subsequent web storage, of all formal meetings of its six Main Committees, there is a link providing access to on-demand recordings of formal meetings of the Fifth Committee (starting from the first resumed part of the 66th session) as well as to live webcast of meetings while they are taking place

Agenda Items of the 67th session:Allocation of agenda items to the Fifth Committee - A/C.5/67/1Annotated preliminary list of items to be included in the provisional agenda during the sixty-seventh session of the General Assembly - A/67/100 & Add.1**Provides detailed background information on agenda items.

Frequently Asked Questions regarding the 5th Cte:

1. How is the Bureau elected?The Chair of the Fifth Committee is elected by the General Assembly on the basis of regional rotation. The rapporteur comes from the regional group that held the chair of the Committee the previous year. The three remaining regional groups take the positions of Vice-Chairs. This is in accordance with rule 30 of the rules of procedure whereby the General Assembly holds elections at least three months before the opening of the session.  2. What is the process used for submitting draft resolutions?Once general discussion of an item has finished in formal meetings, the Committee holds informal consultations (with interpretation) under the chairmanship of a designated coordinator. Informal consultations begin with question-and-answers with the relevant Secretariat officials. The coordinator then distributes a basic draft proposal for consideration by the Member States.The coordinator requests delegations to provide contributions for inclusion in the text by a deadline. The Committee then considers the draft proposed by the coordinator, containing the inputs received, in informal consultations. Some items require lengthy negotiations and, where difficulties arise, the Committee resorts to informal informals (without interpretation). When consensus emerges, the proposals are "adopted" in an informal meeting and only then are they issued in the "L" series for action. After draft resolutions or decisions are issued as "L" documents, they are adopted at a formal meeting of the Committee, before being taken up at the plenary of the General Assembly.

3. How does the Fifth Committee reach agreement?In paragraph 7 of section II of its resolution 41/213 of 19 December 1986, the General Assembly considered it "desirable that the Fifth Committee... should continue to make all possible efforts with a view to establishing the broadest possible agreement" on the outline of the programme budget before submitting its recommendations to the General Assembly.In considering agenda items and questions every effort is made to reach consensus before resorting to a vote. For political considerations this is applied not only to the outline of the programme budget but also to all other draft resolutions and decisions. This process often

requires lengthy negotiations. Only on very rare occasions has the Fifth Committee adopted a proposal by vote. 4. How is the work of the Fifth Committee structured?In keeping with General Assembly resolution 46/220 the Fifth Committee has biennialized a number of items. Odd years are budget years where the biennial programme budget is discussed. In Off-budget years the Committee considers the Programme Plan.The work of the Fifth Committee is very fluid, often having to accommodate last minute additions of urgent reports. The Committee follows the guidelines given by the General Assembly but it is not always possible. The Fifth Committee's ability to complete its work in a timely fashion is also subject to the completion of work by the other Main Committees so that the Fifth Committee is able to consider any PBIs arising from their work. 5. Why does the Fifth Committee have three sessions?Over the past 10 years, the Fifth Committee has held at least three sessions a year. During the main part of the session of the General Assembly the Committee considers items that are time bound. A number of issues that do not require immediate consideration often remain on the agenda and are postponed to the first part of the resumed session, which is normally held for a period of three or four weeks in March, depending on the workload. According to the timetable endorsed by the General Assembly in its resolution 49/233A of 23 December 1994 , the Committee resumes its work annually for a period of four weeks in May to consider the administrative and budgetary aspects of the financing of peacekeeping operations and any other questions or items that the Committee needs to consider.

6. What is the relationship between the Fifth Committee and the ACABQ?The ACABQ is a subsidiary body of the General Assembly. Rule 157 of the Rules of Procedure of the General Assembly explains the role of the ACABQ: "The Advisory Committee on Administrative and Budgetary Questions shall be responsible for expert examination of the programme budget of the United Nations and shall assist the Administrative and Budgetary Committee (Fifth Committee)."In budget years, the ACABQ submits to the General Assembly a detailed report on the proposed programme budget for the biennium. In addition it submits reports on the accounts of the United Nations and all United Nations entities for which the Secretary-General has administrative responsibility.The ACABQ makes observations, conclusions and recommendations on the proposals made by Secretary-General. It also examines on behalf of the General Assembly the administrative budgets of the specialized agencies and proposals for financial arrangements with such agencies and considers and reports to the General Assembly on the auditors’ reports on the accounts of the United Nations and of the specialized agencies. The programme of work of the Committee is determined by the requirements of the General Assembly and the other legislative bodies to which the Committee reports. The Fifth Committee may accept, curtail or reject the recommendations of the ACABQ. The conclusions and recommendations of the ACABQ often form the basis of the draft resolutions and decisions recommended by the Fifth Committee. 7. How does the Fifth Committee work with the GA and its other Main Committees?Rule 153 of the Rules of Procedure of the General Assembly explains the relationship between the General Assembly and the Fifth Committee.No resolution involving expenditure can be recommended by one of the Main Committees for the General Assembly unless the Secretary-General has prepared an estimate of how much it will cost. The General Assembly cannot vote on any such resolution until the Fifth Committee has considered the effect of the proposal upon the budget estimates of the United Nations. In addition, the Main Committees need to ensure that there is time for the ACABQ to consider the Secretary-General's estimates.

Regulation 5.9 of the Regulations and Rules Governing Programme Planning, the Programme Aspects of the Budget also states that no body can take a decision involving either a change in the budget approved by the General Assembly or possible expenditure unless it has taken account of the report from the Secretary-General on the budget implications of the proposal.On certain occasions Main Committees draft resolutions using the phrase "within available resources". The ACABQ in their report A/54/7 expressed concern about the this phrase and its potential impact on the use of resources. The ACABQ, in the same report, also stressed that the Secretariat should accurately inform the General Assembly and its Main Committees about whether there are enough resources to implement any new activity. 8. What is a PBI?PBI stands for programme budget implication. A PBI is a statement detailing the administrative, financial and programmatic changes that the adoption of a draft resolution would entail. Once a PBI is issued the ACABQ will also provide their observations for the Fifth Committee to consider.At least 48 hours are required before action can be taken on a draft resolution containing budgetary implications so that the Secretary-General can prepare the PBI and the ACABQ can consider it. For this reason, there is a deadline of no later than 1 December for draft resolutions with financial implications to be submitted to the Fifth Committee. 9. What is a revised estimate?This is an estimate of additional resources submitted by the Secretary-General relating to: (a) items not included in the proposed programme budget owing to the unavailability of information at the time of preparation of the proposed programme budget; (b) items that were included in the proposed programme budget but on which the General Assembly did not act but requested further information; and (c) developments that took place after the preparation of the proposed programme budget. 10. What elections take place in the Fifth Committee?Elections for appointments or confirmation of appointments to the following subsidiary bodies and committees take place in the Fifth Committee:

The Advisory Committee on Administrative and Budgetary Questions The Board of Auditors The Committee on Contributions The Investments Committee United Nations International Civil Service Commission Independent Audit Advisory Committee United Nations Joint Staff Pension Fund

Vacancies are usually announced in early March. Announcements are contained in notes issued by the Secretary-General under the agenda item Appointments to fill vacancies in subsidiary organs and other appointments. Member States then propose candidates and inform the Secretary General. The bureau of the incoming session will propose a date for the elections to be held (usually the first Friday in November) and a deadline for submission of candidatures. The conduct of elections is governed by Articles 18 and 19 of the Charter and rules 92, 93, 94 and 95 of the Rules of Procedure of the General Assembly.

Summary of recordshttp://unbisnet.un.org:8080/ipac20/ipac.jsp?session=132UV140218G4.223581&menu=search&aspect=subtab124&npp=50&ipp=20&spp=20&profile=bibga&ri=1&source=~!horizon&index=.UD&term=ac567sr*&x=0&y=0&aspect=subtab124#focus

Allocation of agenda items to the Fifth Committee

Item No:

Agenda Item:

128 Financial reports and audited financial statements, and reports of the Board of Auditors

129 Review of the efficiency of the administrative and financial functioning of the United Nations

130 Programme budget 2012-2013

131 Programme Planning

132 Improving the financial situation of the United Nations

133 Pattern of conferences

134 Scale of assessments for the apportionment of the expenses of the United Nations

135 Human Resources Management

136 Joint inspection Unit

137 United Nations Common System

138 United Nations Pension System

139 Administrative and budgetary coordination of the United Nations with the specialized agencies and the International Atomic Energy Agency

140 Report on the activities of the Office of Internal Oversight Services

141 Administration of Justice at the United Nations

142 Financing of the International Criminal Tribunal for the Prosecution of Persons Responsible for Genocide and Other Serious Violations of International Humanitarian Law Committed in the Territory of Rwanda and Rwandan Citizens Responsible for Genocide and Other Such Violations Committed in the Territory of Neighbouring States between 1 January and 31 December 1994

143 Financing of the International Tribunal for the Prosecution of Persons Responsible for Serious Violations of International Humanitarian Law Committed in the Territory of the Former Yugoslavia since 1991

144 Financing of the International residual mechanism for criminal tribunals

145 Scale of assessments for the apportionment of the expenses of the United Nations peacekeeping operations

146 Administrative and budgetary aspects of the financing of the United Nations peacekeeping operations

147 Financing of the United Nations Interim Security Force for Abyei

148 Financing of the United Nations Mission in the Central African Republic and Chad

149 Financing of the United Nations Operation in Côte d’Ivoire

150 Financing of the United Nations Peacekeeping Force in Cyprus

151 Financing of the United Nations Organization Stabilization Mission in the Democratic Republic of the Congo

152 Financing of the United Nations Mission in East Timor

153 Financing of the United Nations Integrated Mission in Timor-Leste

154 Financing of the United Nations Observer Mission in Georgia

155 Financing of the United Nations Stabilization Mission in Haiti

156 Financing of the United Nations Interim Administration Mission in Kosovo

157 Financing of the United Nations Mission in Liberia

158 Financing of the United Nations peacekeeping forces in the Middle Easta) United Nations Disengagement Observer Forceb) United Nations Interim Force in Lebanon

159 Financing of the United Nations Mission in South Sudan

160 Financing of the United Nations Mission in the Sudan

161 Financing of the United Nations Supervision Mission in the Syrian Arab Republic

162 Financing of the United Nations Mission for the Referendum in Western Sahara

163 Financing of the African Union-United Nations Hybrid Operation in Darfur

164 Financing of the activities arising from Security Council resolution 1863 (2009)

171 Financing of the United Nations Multidimensional Integrated Stabilization Mission in Mali

111 Appointments to fill vacancies in subsidiary organs and other appointments

(a) Appointment of members of the Advisory Committee on Administrative and Budgetary Questions

(b) Appointment of members of the Committee on Contributions

(c) Confirmation of the appointment of members of the Investments Committee

(d) Appointment of members of the International Civil Service Commission

(e) Appointment of members and alternate members of the United Nations Staff Pension Committee

Documents by Agenda Item from the 66th session

Documents by Agenda Item from the 65th session

JOINT INSPECTION UNIT

https://www.unjiu.org/en/Pages/default.aspx

OVERVIEWThe Joint Inspection Unit (JIU) is the only independent external oversight body of the United Nations system mandated to conduct evaluations, inspections and investigations system-wide. Based on priority areas relevant to its mandate, the Unit developed a results-based Strategic Framework for 2010-2019, providing a roadmap for increased oversight in response to stakeholders’ demands (Annex III of A/63/34), which was subsequently acknowledged by General Assembly resolution 63/272.The framework was revised in 2012, to fit budgetary constraints (see Annex V to the 2011 JIU annual report). While the focus of JIU’s work will remain on system-wide issues, less management and administration reviews of single organizations will be conducted.

The Joint Inspection Unit (JIU) was created on an experimental basis under General Assembly (GA) resolution 2150 (XXI) in 1966 and extended under its resolutions 2735 A (XXV) of 17 December 1970 and 2924 B (XXVII) of 24 November 1972. The Unit was finally established by the GA as its subsidiary organ in resolution 31/192 of 22 December 1976.

The General Assembly provides guidance to the work of the Unit. At its 55th session (2000), it decided to consider JIU issues on an annual basis, to monitor closely JIU’s performance, and support the Unit’s continuous improvements, in terms of efficiency, effectiveness and impact across the UN System. Issues repeatedly addressed by the General Assembly resolutions include: • topics and scope of JIU reports;• the need for an effective follow-up system of JIU recommendations;• JIU’s cooperation with other oversight bodies.

OBJECTIVESThe JIU aims to:(a) assist the legislative organs of the participating organizations in meeting their governance responsibilities in respect of their oversight function concerning management of human, financial and other resources by the secretariats;(b) help improve the efficiency and effectiveness of the respective secretariats in achieving the legislative mandates and the mission objectives established for the organizations;(c) promote greater coordination between the organizations of the United Nations system;(d) identify best practices, propose benchmarks and facilitate information-sharing throughout the system.”

MANDATEJIU has a unique mandate and opportunity to look at cross-cutting issues, and be an agent for change across the system, to secure administrative efficiency and achieve greater co-ordination between organizations. According to JIU’s mission, the work of the Inspectors may consist in:

Inspecting, evaluating, and investigating the operation of organizations; Assuring Member States that activities undertaken are cost-effective; Improving efficiency and increasing productivity; Conducting risk management analyses; Selecting and reporting on key issues and risk areas in individual organizations and

across the United Nations system; Examining opportunities for programme delivery improvement;

Increasing coordination and harmonization among organizations; Benchmarking and facilitating information- sharing; Identifying specific and cross-organizational issues where JIU involvement adds value; Monitoring the implementation of recommendations; Assisting agencies in simplifying their rules and procedures to improve management

and administration; Assessing and advising organizations on their internal oversight mechanisms.

According to article 9 of its statute, the JIU prepares its annual programme of work, based on an inclusive process that seeks to meet the needs of Member States and participating organizations, taking into account:

own observations, experience and assessment of priorities; requests received from the competent organs of its participating organizations; suggestions received from the executive heads of organizations; and suggestions received from the United Nations bodies concerned with oversight and

budgetary control.

The selection process also involves consultations with other oversight bodies, such as the Office of Internal Oversight Services (OIOS) and the Board of Auditors (BoA), to prevent overlaps and duplications with the work of these bodies.  According to article 10 of its Statute, the Unit also has to submit an annual report on its activities to the General Assembly and the competent organs of the other organizations. In 2005, the Unit decided to present its annual report and its programme of work for the following year in a single document, in support of enhanced efficiency and clarity.

The management of the Joint Inspection Unit’s (JIU) evaluation, inspection and investigation function follows a professional evaluation methodology that involves stakeholders at various stages. It is, governed by the JIU statute, which represents the overall evaluation policy for the JIU, complemented by a set of standards and procedures, including: JIU Standards and Guidelines (A/51/34/Annex I); JIU Internal Working Procedures; JIU Norms and Standards for evaluation in line with the

United Nations Evaluation Group (UNEG) Norms and Standards; Yardsticks for report preparation - a four-phase project management methodology, with

estimated time for each phase to allow planning and resource allocation. Project phases include: Phase 1: Planning and preparation Phase 2: Data collection and analysis Phase 3: External comments Phase 4: Finalization; outreach and knowledge sharing.

JIU Standards and Guidelines were developed following the General Assembly resolution 50/233. They provide a definition of evaluations, inspections and investigations, as well as the general principles that apply to their selection, planning, conduct and reporting, in accordance with the JIU Statute.

 The Unit is currently composed of eleven Inspectors appointed by the General Assembly, assisted by a Secretariat headed by the JIU Executive Secretary. According to the JIU statute, Inspectors have the broadest powers of investigation in all matters having a bearing on the efficiency of services and proper use of resources and may make on-the-spot inquiries and investigations. They are also mandated to inspect and evaluate the activities of the participating organizations and make recommendations aimed at improving management and methods and at achieving greater coordination among those organizations. 

The Unit prepares reports, notes and management/confidential letters addressed to one or more organizations and/or of interest to the United Nations system as a whole

Staff Management Committee (SMC)

The SMC is defined by ST/SGB/2011/6 (Rev.1) and is the formal mechanism, which serves to enable staff and management representatives to identify, examine and resolve issues pertaining to conditions of service (living and working conditions) as per UN Staff Regulations 8.1 and 8.2.

BackgroundPrior to SMC, the Staff-Management Coordination Committee (SMCC), was the Secretariat-wide joint mechanism established by the Secretary-General to advise him regarding issues of staff welfare, conditions of work, and other Organization-wide personnel policies.  SMCC met annually and consisted of 19 Members:  nine representatives of staff unions/associations and nine representatives of management, both drawn from across the Secretariat; and a President who was selected by the Secretary-General from a list proposed by the staff representatives. The staff representatives came from

Staff Union, ECA Staff Association, ECLAC, Staff Council, ESCAP, Staff Council, ESCWA, Field Staff Union, Geneva Staff Coordinating Council, Nairobi Staff Union, United Nations Staff Union, New York Vienna Staff Council

Representatives of organizations/organs of the United Nations system whose staff are directly affected by SMCC recommendations participated as associate members, upon request and included ICTY, ICTR, UNHCR, UNICEF, and UNU. 

The Secretary-General reviewed the report of SMCC and made decisions on the recommendations.  Where implementation was beyond the Secretary-General’s purview, the recommendations were submitted to ICSC or GA.

Terms of Reference (ToR)In 2011, following several years of intense consultations, the Staff Management Committee (SMC) was established by the Secretary-General to replace SMCC with the overall purpose to strengthen constructively the dialogue between Staff and Management by providing a forum for negotiation where agreements would be reached by consensus.

The general view of the staff representatives is that this brought the procedures of the United Nations closer to the principles of the UN Charter, basic human rights promulgated by the United Nations and fundamental rights promulgated by the International Labour Organization.

Salient points from the ToR include that SMC shall be convened yearly, under the chairmanship of the President. Extra-ordinary sessions may be held as agreed and needed. The Vice-President, who is elected by the staff representatives, shall discharge the functions of the President in his/her absence and when acting in that capacity shall not represent the interests of the staff or speak on their behalf. Working groups, which focus on the different issues of the agenda, may be (re-)established as agreed between staff and management. The ToR also determines that the SMC shall establish its own rules of procedure. The recommendations of the SMC, as approved by the Secretary-General, shall be implemented

by the responsible party or parties within established timelines. Once recommendations have been approved by the Secretary-General, both staff and management shall be responsible and held accountable for implementing recommendations falling within their purview within established time frames. Both staff and management shall honour and support the recommendations as approved by the Secretary-General. Staff and management shall report on a regular basis through agreed means on the implementation of agreements reached.

SMC MeetingsThe first SMC I was held in Arusha in June 2012, where contention arose in particular with regard to the general framework agreement on a global mobility policy to which the UNHQ (NY) Staff Union did not agree and the fact that as they did not agree to the framework, they felt that consensus had not been reached. The view of all other participants, both staff and management, is that the agreement was valid and the SMC could not be held hostage by one union.

During the SMC II meeting in Mexico City in June 2013, contention arose between staff representatives and management due to the proposal from Management to amend ST/SGB/2011/6 citing GA Resolution 67/255 whereby the GA requested the SG to bring the ToR of the SMC in line with existing Staff Regulations. Management stated that the proposed changes were foisted unexpectedly on them by the General Assembly but staff representatives felt that the SG note of 11 October 2012 (A/67/136/Add.1) showed that it was actually Management that proposed beforehand to the General Assembly that it take a position on the matter – accordingly it was not an unexpected decision imposed on Management, rather it was a change that Management had actively sought in order to curtail the right of negotiation by staff representatives. Additionally, the staff view is that the GA Resolution requesting the SGB on SMC “be in line with existing staff regulations” already legally fulfilled these parameters, as the SGB had been cleared by the Office of Legal Affairs prior to promulgation. Accordingly, the staff view is that the proposed amendment from Management went far beyond what the General Assembly had requested and would make SMC pointless. As no agreement could be reached and other agenda items of the SMC II were not discussed, the SMC II was terminated early. Agenda items remained pending such as mobility, reshaping the organization, implementation of travel policy, administration of justice, the competency framework, roster management, local salary surveys and performance management.

Since then Management promulgated ST/SGB/2011/6/Revision 1 in July 2013, which most staff unions believe was/is in violation of the SGB.

Field Joint Negotiation Committee (FJNC)

The FJNC is defined by ST/SGB/2008/11 and established for the purpose of having an equitable and effective mechanism for staff-management relations on issues involving internationally and locally recruited staff in United Nations peace operations.

It is understood that preliminary agreements of the Committee which have Secretariat-wide implications shall be referred to and considered by the established Secretariat-wide joint staff-management mechanisms (SMC) before a final decision is taken.

It consists of four members representing the administration and four members representing the staff. The four members representing the administration shall normally be the USG DFS, ASG DFS, the Director, FPD/DFS, and the ASG OHRM/DM. The four members representing the staff shall normally be the two highest-ranking members of the United Nations Staff Union, representing locally recruited staff in the field and the two highest-ranking members of the Field Staff Union, representing international staff in the field.

Meetings of the Committee shall be held as required, but normally no less than twice a year. Emergency or informal meetings may be called by members, as required. The parties shall be entitled to have advisers in attendance at meetings of the Committee, who shall have the right to speak. The administration and the staff shall alternately preside at the meetings of the Committee. The Committee shall:(a) Establish its own rules of procedure;(b) Establish such subsidiary bodies as it deems necessary to assist it when considering specific issues;(c) Be assisted by a secretariat consisting of such staff members as may be necessary for the Committee’s proper functioning. The Committee secretariat shall also service the subsidiary bodies of the Committee.

Agreements of the Committee shall be implemented by the responsible parties and shall normally have an implementation date. The Committee shall monitor the agreements reached and report progress on implementation, as required. It is understood that agreements can be reached only on matters for which the Secretary-General is the ultimate authority in accordance with the Charter of the United Nations and established practice. Minutes of each formal meeting of the Committee and its reports shall be circulated to all Committee members and on the Department of Peacekeeping Operations Intranet.

FEDERATIONS

United Nations International Civil Servants' Federation UNISERV

http://www.uniserv-sed.org/

UNISERV promotes a coordinated approach on matters of common interest and to reinforce representation of its members in negotiations with bodies of the United Nations common system. It also seeks to promote better understanding between the UN Administration and the Staff Unions and Councils of UNFSU, the UNDP/UNFPA/UNOPS Staff Council, UNWOMEN and UNAIDS especially in formulating and implementing policies, guidelines, rules and regulations, affecting staff. It also seeks to promote cooperation with UN Common System Staff Associations and Unions on matters governing conditions of service with the United Nations and Specialized Agencies. These objectives are pursued through discussions and negotiations with the International Civil Service Commission and the respective administration of the Members.

Coordinating Committee of International Staff Unions and Associations of the UN System (CCISUA)

http://www.ccisua.org/

CCISUA is a federation composed of UN system staff unions and associations which primarily represents interests in inter-agency bodies that make decisions and recommendations on conditions of service. Their objectives are to

promote the common interest of international civil servants of all categories whose staff unions/associations are members of CCISUA;

provide a means for staff representative bodies with common concerns to consult with one another both formally and informally with a view to reaching consensus on issues affecting conditions of service and staff welfare;

permit those staff unions, associations, and other staff representative bodies of the system to address advisory and decision-making bodies with a united voice and in particular to participate actively in the work of ICSC, HR Network, HLCM, CEB, the Pension Board, the Administrative Tribunals and the Fifth Committee of the General Assembly

assist each other in finding solutions to common problems and in monitoring the implementation of decisions affecting the staff both at Headquarters duty stations and offices away from headquarters

co-operate with other staff groupings with a view to formally arriving upon common positions with other staffing groupings on matters affecting staff welfare;

adhere to the spirit of solidarity and support for each member whenever needed.

Members are the staff unions and associations from ECLAC, ESCWA, ICC, ILO SU, UNECA, UNESCAP, UNESCO, UNHCR, UNICEF, UN-ICTR, UN-ICTY, UNIDO, UN-NSU, UNOG, UNOV/UNODC, UNSU, UNU, WFP-PSA.

Federation of International Civil Servants' Associations (FICSA)

http://www.ficsa.org/

Founded in Paris in 1952, FICSA is a federated group of 30 staff associations/unions from organizations belonging to the United Nations common system. Seven staff

associations/unions outside the common system have associate status. Eighteen staff associations/unions are consultative members and twenty-six Federations of United Nations Staff Associations (FUNSA) are observers. As per FICSA objectives, it fosters the development of the international civil service in accordance with the principles set forth in the United Nations Charter and the constitutions of the specialized agencies and defends staff rights, strives to ensure that equitable conditions of service for all common system staff are maintained at a level which will ensure the recruitment and retention of the most qualified people and contributes to building a positive image of the international civil service. There are four types of membership; full and associate members, those with consultative status and observers. Full members include FAO, WFP, IAEA, IARC, ICAO, IFAD, ILO, UNRWA, IMO, ITU, WHO, SCBD, UNAIDS, UNESCO, UNFCCC, UNGSC, UNWTO, UPU, WIPO, WMO. Dues for Full and Associate Members are assessed on a weighted scale, while dues paid by members with consultative or observer status are at a flat rate, defined by the FICSA Council.