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(c) 协调区域协作平台和(或)同行支助小组会议的后勤需求很高。一些受访的区域协作平台和同行支助小组成员指出，普遍存在最后一刻开会和审查材料的准备时间短的情况，他们将此归因于区域办事处没有足够能力来履行秘书处职责。四个区域的平台成员还表示，区域办事处没有足够的资源与区域委员会和开发署一起充分履行平台秘书处的作用，包括协助驻地协调员参与平台讨论，并向驻地协调员充分宣传专题联盟的工作。同时，一些区域办事处工作人员指出，平台三方联合秘书处的大部分工作交给了发展协调办公室，这反映出工作分配不均，如果没有更多的资源或改变结构，很难做更多的工作； | (c) High logistical demand of coordinating regional collaborative platform and/or peer support group meetings. Some of the interviewed regional collaborative platform and peer support group members noted a prevalence of last-minute meetings and short lead time to review materials, which they attributed to not having en... |
(d) 驻地协调员提出的支助请求被误导。驻地协调员并不总是清楚了解纽约发展协调办公室和区域办事处之间的分工，在调查的驻地协调员中，只有 58%的人说两者的分工明确。虽然大多数区域办事处工作人员说，分工基本明确，但他们也描述了分工不明确的情况，包括在人力资源问题、业绩管理、征聘和业务运作方面提供支助，所有这些都可以由纽约办公室更直接处理。 | (d) Misdirected requests for support from resident coordinators. The division of labour between the Development Coordination Office in New York and the regional offices was not always clear to resident coordinators, with just 58 per cent of surveyed resident coordinators saying that it was clear. While most regional of... |
E. 区域办事处在驻地协调员与区域一级的联合国架构建立联系方面所起的作用仍在发展中 | E. The role of the regional offices in connecting resident coordinators with the regional-level United Nations architecture was still evolving |
与其同行支助小组的作用相比，区域办事处在区域协作平台方面的作用界定得更为宽泛39. 与区域办事处在同行支助小组方面的作用相比，管理问责框架对区域办事处在区域协作平台方面的作用界定得更加宽泛，对工作方式的描述也不很精确。除了在三方联合秘书处中的作用外，管理问责框架还将区域办事处的作用界定为包括两项职能：(a) 促进平台与驻地协调员/国家工作队之间的互动；(b) 协调与平台的互动协作，通过专题联盟等向驻地协调员/国家工作队提供获得区域专门知识和战略咨询的机会，并促进平台成员提供指导和支持。然而，该框架没有具体说明如何履行这两大职能。在实践中，区域办事处工作人员认为他们在平台秘书处的工作主要是行政性的，例如包括：组织平台会议的后勤工作；帮... | In contrast to their peer support group role, the regional offices’ role with regard to the regional collaborative platforms was more broadly defined 39. Compared to their role with regard to the peer support group, the role of the regional offices with regard to the regional collaborative platforms was more broadly de... |
40. 驻地协调员和区域工作人员对发展协调办公室在区域协作平台方面的作用并不总是很清楚。在调查的驻地协调员中，只有 51%的人回答说，他们清楚地了解发展协调办公室在这方面的作用(而 65%的人说同行支助小组的作用是明确的)。同时，在谈到平台的区域办事处工作人员中，只有不到一半的人表示平台的作用是明确的，许多人说，这一作用仍在发展中。表中引述的办事处工作人员的两段话对比了小组的作用和平台的作用的明确性。 | 40. The role of the Development Coordination Office with regard to the regional collaborative platforms was not consistently clear to resident coordinators and regional staff. Just 51 per cent of surveyed resident coordinators responded that the role of the Office in that regard was clear to them (compared with 65 per ... |
同行支助小组作用和区域协作平台作用的明确性对比 | Contrast in clarity between peer support group role and regional collaborative platform role |
同行支助小组作用 区域协作平台作用 | Peer support group role Regional collaborative platform role |
“主持同行支助小组的工作是得到最明确界定和认可的区域办事处和区域主任的职能之一。”——发展协调办公室工作人员 | “Chairing the peer support group is one of the most clearly defined and accepted functions for the regional office and the Regional Director.” – Development Coordination Office Staff |
“区域一级和区域协作平台及联合秘书处的互动尚不明确。这是列入管理问责框架的内容，但在实践中并不清楚。期望与现实不符。我们在区域协作平台方面的任务有限”——发展协调办公 | “The regional-level and regional collaborative platform and joint secretariat interaction is not yet clear. It’s in the management accountability framework but not clear in practice. The expectation isn’t matched with reality. We have a limited mandate on regional collaborative platform” – Development Coordination Offi... |
区域办事处以不同的方式发挥区域协作平台的作用 | Regional offices have implemented the regional collaborative platform role differently |
41. 发展协调办公室的区域协作平台作用在五个区域的实施情况各不相同。一些区域办事处在平台方面发挥了更积极的连接者作用，它们将平台成员召集在一起，就合作框架与国家方案文件相一致的有关问题达成共识，或讨论对全球优先事项的区域应对措施。同时，对其他一些办事处来说，这一作用主要是行政性的。在各区域，来自平台的受访者和参与平台工作的发展协调办公室受访者都报告说，平台的运作更多地取决于谈判达成的安排和人员个性，而不是像同行支助小组机制那样落实明确描述的关系。对四个区域的平台会议的观察表明，与所观察的小组会议相比，发展协调办公室的参与范围很广。例如，在一次会议上，办公室的一名区域主任回答了有关该区域驻地协调员的问题；在另一次会议上，办公室主任积... | 41. The regional collaborative platform role of the Development Coordination Office was implemented differently across the five regions. Some regional offices fulfilled a more active connector role with regard to the platforms by bringing members of the platforms together to build consensus on issues related to the ali... |
不过，区域办事处在一定程度上能够通过区域协作平台在驻地协调员与联合国区 | Nevertheless, the regional offices have been able, to some extent, to connect resident coordinators with the regional United Nations through the regional collaborative platform |
42. 区域办事处在发挥区域协作平台秘书处的作用时，在不同程度上帮助驻地协调员获得联合国区域专门知识和参与区域讨论。在五个区域中的四个区域，受访的区域办事处工作人员以及平台和同行支助小组成员指出，区域办事处帮助在专题联盟的工作与驻地协调员之间建立联系。例如，一些区域办事处自己参加了专题联盟秘书处，并邀请专题联盟主席参加与驻地协调员和驻地协调员办公室的会议。此外，在所观察的四次平台会议中的三次会议上，发展协调办公室发挥了连接者的作用，将会上的讨论与驻地协调员的支助请求和区域需求联系起来，并邀请驻地协调员直接在平台上发言以征求意见。在所观察的大多数平台和同行支助小组会议上，区域办事处似乎准备充分，积极参与讨论和协商；然而，鉴于它们在小组... | 42. The regional offices have, to varying degrees, connected the resident coordinators with regional United Nations expertise and discussions in their regional collaborative platform secretariat role. In four of five regions, interviewed regional office staff and platform and peer support group members noted that the r... |
驻地协调员对区域办事处帮助其与区域一级联合国架构建立联系这一作用的满意度低于对它们以国家为重点的支助作用的满意度 | Resident coordinators were less satisfied with the regional offices’ role of connecting with the United Nations at the regional level than they were with their country-focused role |
43. 如图十一所示，调查的驻地协调员对区域办事处为代表他们在区域一级与联合国互动协作而提供的支助的满意程度不一。与此形成对比的是，如成果 A 和B(即第四.A 和四.B 节)所述，他们对办事处以国家为重点的支助作用的满意度要高得多。 | 43. As shown in figure XI, the surveyed resident coordinators expressed mixed levels of satisfaction with the support provided by the regional offices to engage the United Nations at the regional level on their behalf. This contrasts with the much higher levels of satisfaction with the offices’ country-focused role, as... |
图十一 | Figure XI |
驻地协调员对发展协调办公室与联合国区域架构互动协作的满意度不一 | Resident coordinator satisfaction with Development Coordination Office engagement with the regional United Nations architecture was mixed |
区域办事处在帮助驻地协调员利用联合国的区域专门知识和战略方面面临更广泛的组织结构挑战 | Regional offices faced broader organizational structural challenges in connecting resident coordinators with regional United Nations expertise and strategies |
44. 除了上文讨论的发展协调办公室在区域协作平台中发挥作用时面临的具体挑战外，一些受访的办公室工作人员以及平台和同行支助小组成员指出，区域办事处在帮助驻地协调员获得联合国实质性区域支助方面面临重大的组织结构挑战。最常提到的挑战包括： | 44. In addition to the specific challenges discussed above regarding the Development Coordination Office role in the regional collaborative platforms, some of the interviewed Office staff and platform and peer support group members identified significant organizational challenges faced by the regional offices with rega... |
(a) 专题联盟反应不均衡。受访的工作人员及区域协作平台和同行支助小组成员认为，区域办事处、驻地协调员和专题联盟之间的关系仍在发展中。虽然有实例表明专题联盟为驻地协调员提供了有益支持，但一些发展协调办公室工作人员和区域协作平台及小组成员指出，联合国区域实体在充分参与方面遇到障碍，包括驻地协调员的需求没有得到很好的阐述或界定，而且专题联盟的机构成员缺乏资金，无法开发支持驻地协调员的产品。正如一名平台成员解释的那样，区域 | (a) Uneven responsiveness of issue-based coalitions. The relationship between the regional offices, the resident coordinators and the issue-based coalitions was described by interviewed staff and regional collaborative platform and peer support group members as still being a work in progress. While there were examples ... |
(b) 缺乏对联合国各实体的激励和问责。一些区域工作人员、区域协作平台和同行支助小组成员报告说，对区域一级联合国实体开展协作缺乏激励，而且发展协调办公室与区域实体之间的问责关系不明确。在四个国家支助案例研究中，驻地协调员办公室的受访者解释说，区域办事处不得不克服各机构之间有时紧张激烈的讨论，才能通过谈判使实地机构参与联合方案。在其中一个案例研究中， | (b) Lack of incentives and accountability for United Nations entities. A few regional staff, regional collaborative platform and peer support group members reported a lack of incentives for United Nations entities at the regional level to collaborate, and unclear accountabilities between the Development Coordination Of... |
(c) 区域一级的改革仍在进行中。在各区域，一些区域办事处工作人员指出，需要更多时间在区域一级实施改革。他们介绍说，在获得联合国区域实体对改革的认同方面存在挑战，需要调整管理和方案拟订结构以配合改革。监督厅在 2020年至 2022 年期间进行的评价和其他独立评估虽然没有直接评估区域一级改革的成效，但一致认为区域联合国系统改革不彻底对使联合国区域一级支助与国家一级需求相匹配构成重大挑战。 | (c) Still-evolving reforms at the regional level. Across regions, some regional office staff noted that more time was needed for the reforms to be operationalized at the regional level. They described challenges in obtaining reform buy-in from the regional United Nations entities and a need to align management and prog... |
五. 建议 | V. Recommendations |
45. 检查和评价司向发展协调办公室提出两项重要建议。 | 45. The Inspection and Evaluation Division makes two important recommendations to the Development Coordination Office. |
建议 1(成果 D) | Recommendation 1 (result D) |
46. 为解决驻地协调员/驻地协调员办公室的支助需求无上限和范围广泛的问题，以及区域办事处的能力限制和满足需求的现行方法的不可持续性，发展协调办公室应对驻地协调员/驻地协调员办公室的需求进行评估，并就发展协调办公室最适合通过其区域办事处或纽约办事处提供哪些类型的支助进行摸底调查。 | 46. To address the uncapped and wide-ranging demand for support from resident coordinators/resident coordinator offices and the regional office capacity constraints and the unsustainability of the current approach to meeting demand, the Development Coordination Office should conduct a needs assessment of the resident c... |
(a) 评估驻地协调员/驻地协调员办公室的支助需求并将其分类，以了解主要需求以及哪些需求没有得到充分满足； | (a) Assess and categorize resident coordinator/resident coordinator office support needs to understand the primary needs and which, if any, are not being adequately met; |
(b) 开展摸底调查，确定区域办事处、纽约办事处和其他联合国实体最适合提供哪类支助； | (b) Conduct a mapping exercise on which types of support the regional and New York offices and other United Nations entities are best placed to provide; |
(c) 明确界定将由区域办事处提供的支助(包括哪类支助最好由纽约办事处提供)； | (c) Clearly define the support to be provided by the regional offices (including which type of support might be better provided by the New York office); |
(d) 制定计划和时间表，以落实已确定的对区域办事处和纽约办事处的结构和(或)作用及责任的改变； | (d) Develop a plan and timeline for implementing the identified changes to the structure and/or roles and responsibilities of the regional and New York offices; |
(e) 向驻地协调员、驻地协调员办公室、国家工作队和整个联合国系统传达支助结构、作用和责任。 | (e) Communicate support structure, roles and responsibilities to resident coordinators, resident coordinator offices, country teams and the wider United Nations system. |
在开展这项工作时，还应考虑到联合国总部对各区域办事处提出的要求。 | In undertaking this exercise, the demands placed on the regional offices by United Nations Headquarters should also be taken into account. |
绩效指标：开展需求评估和摸底调查，以确定发展协调办公室和联合国系统的支助领域；制定计划和时间表；通过驻地协调员系统和更广泛的联合国系统宣传结构、作用和责任 | Indicators of achievement: needs assessment and mapping exercise todetermine support areas of the Development Coordination Office and United Nations system conducted; plan and timeline produced; structures, roles and responsibilities communicated through the resident coordinator system and wider United Nations system. |
建议 2(评价结果 E) | Recommendation 2 (result E) |
47. 为应对区域办事处在充分发挥其在区域协作平台与驻地协调员之间建立联系的作用方面所面临的挑战，发展协调办公室应继续在平台主席的领导下开展工作，进一步明确区域办事处团队的平台连接者作用，并向驻地协调员和平台成员明确传达，同时考虑到联合国发展和驻地协调员系统管理和问责框架的区域部分以及区域协作平台的运作和工作安排文件。理想情况是，进行了建议 1(结果 D)中的需求评估后就着手落实建议 2，以便为确定区域办事处作为区域协作平台连接者的作用提供信息。 | 47. To address the challenges that the regional offices have faced in fully realizing their role in connecting the regional collaborative platforms with the resident coordinators, the Development Coordination Office should continue to work under the leadership of the platform Chair to further clarify the platform conne... |
绩效指标：与区域协作平台主席讨论发展协调办公室在平台方面的作用和责任；向驻地协调员、国家工作队和平台成员传达明确界定的作用和责任。 | Indicators of achievement: discussion with the Chair of the regional collaborative platforms regarding the roles and responsibilities of the Development Coordination Office with regard to the platform; communication of clearly defined roles and responsibilities to resident coordinators, country teams and platform membe... |
附件* | Annex* |
发展协调事务负责人提出的评论意见 | Comments received from the Officer-in-Charge for Development Coordination |
我高兴地确认收到了内部监督事务厅(监督厅)关于发展协调办公室(发协办)区域支助工作的评价报告草稿并欢迎报告的结论。我特别高兴的是，评价结果证实，虽然发协办区域办事处成立时间不长，但已明显地显示出成果，并帮助提高了驻地协调员的能力，使他们能够更好地发挥领导和方案协调作用。我相信，该报告将帮助我们按照联合国会员国通过大会第 72/279 号决议阐述的宏伟目标，进一步加强我们在这方面的努力。 | I am pleased to acknowledge receipt of the draft report of the Office of Internal Oversight Services(OIOS) on the evaluation of the Development Coordination Office (DCO) regional support, and I welcome the findings of the report. I am particularly pleased that the findings confirm that DCO regional offices, despite bei... |
我借此机会感谢报告中提出的宝贵见解。报告清楚表明，全球各地大多数驻地协调员都重视对国家方案拟订活动的区域支助。我们注意到报告的结论，即仍然需要向驻地协调员清楚说明他们可以利用的各种区域支助机制，以及发展协调办公室在协助利用区域内的联合国对应机构和区域内外非联合国伙伴的支助方面的具体作用。 | I take this opportunity to appreciate the valuable insights of the report. It makes clear that the regional support to country programming activities is valued by a majority of RCs across the globe. We note the findings that RCs still require clarification about the various regional support mechanisms available to them... |
在认真审阅后，我高兴地接受报告草稿中提出的两项建议。按照要求，我们还制定了一项行动计划来落实这些建议，包括制定了执行每项建议的时间表。 | After careful review, I am pleased to accept the two recommendations set forth in the draft report. As requested, we have also developed a plan of action to address the recommendations, including a timetable for implementing each recommendation. |
具体而言，关于建议 1，即发协办对驻地协调员/驻地协调员办公室的需求进行评估，并对发协办最适合通过其区域和(或)纽约办事处提供哪些类型的支助开展摸底调查，我确认我们将进行这一评估。我们接受以下具体建议，即这项工作应包括评估驻地协调员/驻地协调员办公室的支助需求，摸清发协办在纽约和各区域的现有能力，并制定计划和时间表，对结构和工作方式进行必要改革，使纽约和各区域之间的分工更加明确。你另外提供的关于具体区域的分列数据也将是对这项工作的有益投入。发协办将确保向驻地协调员、驻地协调员办公室和联合国国家工作队明确传达这些变化，以提高我们今后的工作效力。 | Specifically, with respect to Recommendation 1, that DCO conduct a Resident Coordinator/Resident Coordinator Office (RCO) needs assessment and a mapping of which types of support DCO is best placed to provide via its regional and/or New York office(s), I confirm that we will undertake such an assessment. We take on boa... |
其次，关于建议 2，我确认发协办将继续在区域协作平台主席的领导下开展工作，进一步明确发协办区域小组所发挥的区域协作平台连接者的作用，并向驻地协调员和区域协作平台成员明确传达，同时考虑到联合国发展和驻地协调员系统管理和问责框架的区域部分以及区域协作平台的运作和工作安排文件。 | Secondly, with respect to Recommendation 2, I confirm that DCO will continue to work under the leadership of the Chair of the Regional Collaborative Platforms (RCP) to further clarify the RCP connector role of DCO regional teams and communicate that clearly to both Resident Coordinators and RCP members, taking into acc... |
联合国 A/75/6 (Sect. 29E) | United Nations A/75/6 (Sect. 29E) |
大 会 Distr.: General | General Assembly Distr.: General |
23 March 2020ChineseOriginal: English(C) 070420 150420 | 20-04388 (E) 130420 |
*2004388* | *2004388* |
第七十五届会议暂定项目表* 项目 141 和 1422021 年拟议方案预算方案规划2021 年拟议方案预算 | Seventy-fifth session |
A. 2021 年拟议方案计划和 2019 年方案执行情况**......................................................... 2B. 2021 年拟议所需员额资源和非员额资源*** ................................................................ 27附件一. 2021 年组织结构和员额分配 .................................................................................. 41二. 为执行监督机构相关建议而采取的后续行动汇总 ........ | Items 141 and 142 of the preliminary list* Proposed programme budget for 2021 Programme planning Proposed programme budget for 2021 Part VIII Common support services Section 29E Administration, Geneva Programme 25 Management and support services Contents Page A. Proposed programme plan for 2021 and programme performanc... |
务，以支持执行秘书处已获授权的方案和活动。2021 年战略和外部因素 | support of the implementation of the mandated programmes and activities of the Secretariat. Strategy and external factors for 2021 |
29E.2 日内瓦办事处将继续提供行政和支助服务，包括：(a) 提供指导和协调，涉及联合国日内瓦办事处的人力资源管理、财政资源管理、信息和通信技术、中央支助事务和图书馆事务，包括联合国房地的管理和使用，以及与日内瓦其他组织的人力资源、财务和行政政策协调；(b) 执行和监测主管管理战略、政策和合规事务副秘书长确定的与人力资源管理、财务和预算、信息和通信技术以及中央支助事务有关的政策和其他职能的执行情况；(c) 根据《联合国财务条例和细则》及相关标准，提供财务、预算和会计服务以及指导和咨询；(d) 管理联合国日内瓦各部门和单位的人力资源需求，包括提供指导和咨询、工作人员发展和学习服务、职业支助和咨询、工作人员福利活动、医疗行政服务和人力... | 29E.2 The Office will continue to provide administrative and support services including: (a) direction and coordination in human resources management, financial resources management, information and communications technology, central support services and library services at the United Nations Office at Geneva, includin... |
29E.3 联合国日内瓦办事处战略遗产计划的实施正在进行。万国宫历史建筑的翻修将于 2020 年开始，并持续到 2023 年。为确保客户在此期间能够继续使用会议设施，正在建造一个临时会议设施，包括 3 个会议室，每个会议室可容纳 200 名与会者，将于 2020 年第二季度投入使用。日内瓦办事处正与战略遗产计划小组密切合作，确保新设施符合核定的东道国标准。 | 29E.3 Implementation of the strategic heritage plan of the United Nations Offi ce at Geneva is under way. Renovation of the historic buildings of the Palais des Nations will begin in 2020 and continue through 2023. To ensure clients have continued access to conference facilities during this period, a temporary conferen... |
29E.4 随着新的 H 号楼已竣工楼层预计在 2020 年第三季度分阶段占用，日内瓦办事处将面临周转空间管理、工作人员迁入迁出临时空间和永久迁入新楼等相关挑战。为了确保平稳过渡，除其他活动以外，正在采取变革管理举措，使工作人员适应灵活工作场所战略，加快从纸质存储向电子存储的过渡，并完善弹性工作安排的管理。名为#NewWork 的振兴组织文化倡议提供了另一个有利的框架和工具包，以确保向所有客户持续提供相关的增值服务。 | 29E.4 With the phased occupation of completed floors of the new building H expected in the third quarter of 2020, the Office will be confronted with challenges related to the management of swing space, Section 29E Administration, Geneva the movement of staff into and out of the temporary space and permanent moves to th... |
29E.5 #NewWork 倡议包含五个主题：创新和风险承担、协作、强化网络、适应未来和弹性工作。作为该倡议的一部分，2019 年年中，日内瓦办事处重点引入了“碰头会”技术，各团队(包括远程工作人员)每天上午用 15 分钟分享当日信息，包括即将到来的最后期限、重点领域和挑战等。第 29E 款 行政，日内瓦日内瓦办事处内的 6 个小组试行了“碰头会”技术，到 2020 年 1 月，15 个小组正在整个联合国日内瓦办事处使用这一技术，包括行政司内的 9 个小组。此外，管理人员接受了关于如何实施弹性工作安排的培训，以便他们更能接受让工作人员受益于符合联合国系统精神健康和福祉战略的新政策。工作人员还接受了关于如何有效远程工作的培训。因此，... | 29E.5 The #NewWork initiative encompasses five main themes: innovation and risk-taking; collaboration; empowered networks; fit for the future; and working flexibly. As part of the initiative, in mid -2019 the Office focused on introducing the “huddle” meeting technique during which, for 15 minutes each morning, teams (... |
29E.6 2021 年，日内瓦办事处将集中努力在战略遗产计划翻修和施工的高峰期向客户提供持续和不间断的服务，同时尽量减少预期业务连续性挑战的影响。在此期间，重点关注充分采用灵活工作场所和弹性工作安排的复杂性，同时改进和最大限度地利用支持技术和工具至关重要。日内瓦办事处还将寻求创新方法，继续支持客户，包括提供客户日益需要的技术先进的服务解决方案，如与作为战略遗产计划翻修一部分正在实施的新视听技术能力有关的电子服务，以及在接到通知后立即支持高级别特别谈判(涉及例如利比亚、阿拉伯叙利亚共和国或也门)，或接待特别报告员、实况调查小组和其他授权活动，并提供临时支持。 | 29E.6 In 2021, the Office will concentrate its efforts on providing continued and uninterrupted services to clients during the peak period of strategic heritage plan renovations and construction, while minimizing the impact of anticipated business continuity challenges. Focusing on the complexities of fully embracing t... |
29E.7 日内瓦办事处将继续侧重于加强客户服务，并与客户部门发展战略伙伴关系和开展外联活动，同时继续在行政领域向秘书处设在日内瓦和包括德国波恩在内其他地点的部厅提供高效和有效的共同服务。这对于消除 2021 年预期的潜在战略遗产计划业务连续性挑战的影响将变得越来越重要。为协助提供最佳客户支持，日内瓦办事处将继续加强客户支助中心的作用，并扩大服务范围。自 2018 年 10 月开放以来，该中心接待了 30 000 多次访问，回复了 20 000 多次电话咨询，并回应了 6 000 多次远程服务请求。中心已开始推出新的服务，并通过积极征求客户反馈来改进运营方式。中心将确保客户继续获得一系列可靠的高质量服务，这些服务可在一个单一地点方便... | 29E.7 The Office will continue to focus on enhancing client services and developing strategic partnerships and outreach activities with client offices while continuing to provide efficient and effective common services in the areas of administration and support to Secretariat departments and offices at Geneva and other... |
29E.8 2021 年，用户委员会会议将继续定期举行，以促进以公开、透明和协作的方式提供服务，并且将继续完善关键业绩指标。日内瓦办事处还将继续寻找各种机会，以精简业务，提高效能，实现协同效应与规模经济，为此在行政和支助领域同设于日内瓦的秘书处和联合国系统各实体、总部以外其他办事处以及秘书处其他服务提供者进行协作和协调。 | 29E.8 Client board meetings will continue to be held regularly in 2021 to promote a n open, transparent and collaborative approach to service delivery, and key performance indicators will continue to be refined. The Office will also continue to seek opportunities to streamline operations and to become more effective, a... |
29E.9 关于外部因素，2021 年总体计划是基于这样的规划假设，即客户部门将继续获得用于联合国日内瓦办事处提供的服务的预算外资源。 | 29E.9 With regard to the external factors, the overall plan for 2021 is based on the planning assumption that extrabudgetary resources for services provided by the United Nations Office at Geneva will continue to be available to client offices. |
29E.10 日内瓦办事处继续酌情将性别平等视角纳入业务活动、应交付产出和成果。2019 年，日内瓦办事处实施了一项挑战，以创建创新的、由工作人员主导的解决方案，通过促进性别平等的征聘和扩大候选人库，帮助推进性别平等。解决办法包括重新设计招聘过程各要素，包括外联、职务说明和申请表，以吸引更多女性候选人。2019 年，日内瓦办事处还对 2017 年关于办事处工作人员对性别平等的看法的调查开展了后续工作。这是作为国际性别平等倡议者的办事处主任所作承诺的一部分，以确保包容性工作环境和组织文化，使所有人都能平等和充分地做出贡献。此外，对本组织实现性别均等目标的进展情况进行了密切监测，每项甄选建议都包括对该决定对日内瓦办事处性别均等影响的解释... | 29E.10 The Office continues to integrate a gender perspective into its operational activities, deliverables and results, as appropriate. In 2019, the Office implemented a challenge to create innovative, staff-led solutions that help advance gender equality through gender-responsive recruitment and a widened candidates ... |
29E.11 日内瓦办事处由主任领导的性别平等问题指导小组也密切监督加速变革和实现性别均等。由于这些举措，2019 年所有甄选决定中有 51%是女性候选人获选，而 2018 年这一比例为 50%。2020年，日内瓦办事处将分析这些举措的结果，并更新其促进性别平等和增强妇女权能的政策，同时考虑到经验教训和最佳做法标准。2021 年，日内瓦办事处将实施订正政策。 | 29E.11 The acceleration of change and the achievement of gender parity are also closely overseen by the Office’s Gender Steering Group, led by the Director-General. As a result of these initiatives, in 2019, 51 per cent of all selection decisions were for female candidates, compared with 50 per cent in 20 18. In 2020, ... |
29E.12 关于地域代表性，日内瓦办事处继续确保根据对办事处地域代表性的影响，审查专业及以上职类的所有正常甄选。各司和各处的征聘管理人和人力资源协调人也通过协商和情况介绍随时了解甄选决定的影响。日内瓦办事处还参加外联活动和招聘会，以便向尽可能多的潜在候选人推广职业机会，以期改善地域代表性和性别平衡。 | 29E.12 With regard to geographical representation, the Office continues to ensure that all regular selections in the professional and above category are reviewed in the light of their impact on the geographical representation of the Office. Hiring managers and human resources focal points in divisions and services are ... |
29E.13 根据联合国残疾包容战略，日内瓦办事处最终确定了其 2020-2021 年行动计划，并成立了一个无障碍环境行动小组。日内瓦办事处正与其他部门合作实施该行动计划。该计划包括一个设施无障碍类别，包括战略遗产计划、设施管理和安全等。此外，将在 2020 年开展一场内部宣传运动，以促进将无障碍环境和残疾问题纳入日内瓦办事处工作的所有领域。战略遗产计划的主要目标之一是使日内瓦万国宫在无障碍环境和消除妨碍残疾人使用房地的障碍方面达到瑞士建筑法规标准，同时尊重正在翻修的现有建筑的原始设计和历史特征原则。计划中的干预措施包括增加会议室中轮椅使用者的可用空间，改善会议室的视听技术，调整办公室和设施布局、家具和固定装置，以方便残疾人进出和使... | 29E.13 In line with the United Nations Disability Inclusion Strategy, the Office has finalized its action plan for 2020–2021 and established an accessibility action team. The Office is working alongside other divisions to implement the plan. The plan includes a category for accessibility of facilities, encompassing, am... |
29E.14 在机构间协调和联络方面，日内瓦办事处与设在日内瓦的联合国系统其他组织和国际政府组织合作，协调共同采购活动组，并协调与联合国共同制度有关的工作。日内瓦办事处作为共同采购活动组秘书处，将继续协调和扩大共同采购活动组的活动，合并其 20 个驻日内瓦成员的主要采购活动。日内瓦办事处还以有偿方式为联合国各基金和方案、专门机构和联合国系统其他组织提供行政管理和支助服务。日内瓦办事处还将继续与其他联合国图书馆合作，对联合国档案和正式文件进行数字化和保存。 | 29E.14 With regard to inter-agency coordination and liaison, the Office collaborates with other Geneva-based United Nations system organizations and international governmental organizations, coordinating the Common Procurement Activities Group and coordinating the work related to the United Nations common system. The O... |
立法授权 | Legislative mandates |
29E.15 以下清单列示本方案所有授权。 | 29E.15 The list below provides all mandates entrusted to the programme. |
大会决议 | General Assembly resolutions |
24(I) 国际联合会若干职权，工作及资产之移转与 | 24 (I) Transfer of certain functions, activities and assets of the League of Nations |
72/303 加强联合国秘书处内问责制方面的进展 | 72/303 Progress towards an accountability system in the United Nations Secretariat |
73/279 A 与 2018-2019 两年期方案预算有关的特别问题 | 73/279 A Special subjects relating to the programme budget for the biennium 2018–2019 |
29E.16 表 29E.1 按类别和次类别列示 2019-2021 年期间所有共有应交付产出。第 29E 款 行政，日内瓦表 29E.1按类别和次类别列示的 2019-2021 年期间共有应交付产出类别和次类别2019 年计划数2019 年实际数2020 年计划数2021 年计划数A. 协助政府间进程和专家机构实质性会议服务(三小时会议次数) 3 3 3 31. 行政和预算问题咨询委员会会议 1 1 1 12. 方案和协调委员会会议 1 1 1 13. 第五委员会会议 1 1 1 1评价活动29E.17 日内瓦办事处计划在 2021 年对#NewWork 赋能框架和工具包的实施情况进行自我评价。工作方案次级方案 1方案规划、财务和... | Deliverables 29E.16 Table 29E.1 lists all cross-cutting deliverables, by category and subcategory, for the period 2019–2021. Table 29E.1 Cross-cutting deliverables for the period 2019–2021, by category and subcategory Category and subcategory 2019 planned 2019 actual 2020 planned 2021 planned A. Facilitation of the int... |
领域过去的成果包括：服务交付和计费方法更加透明和高效，这已转化为涵盖所有行政管理领域的简化和标准化费用回收模式；设在日内瓦的各实体对所提供服务的收费有了更好的了解；在资源分配方面做出了更明智的决策；总体上与各实体的沟通和伙伴关系有所改善。 | include a more transparent and efficient approach to service delivery and billing which has translated into a streamlined and standardized cost recovery model that covers all areas of administration, a greater understanding by the Geneva-based entities of the costs charged for services rendered, more informed decision-... |
在资源分配方面做出了更明智的决策；总体上与各实体的沟通和伙伴关系有所改善。2019 年方案执行情况与计划成果对照29E.20 审计委员会对符合国际公共部门会计准则(公共部门会计准则)的财务报表的无保留意见证明，2018-2019 两年期拟议方案预算中提到的 2019 年计划成果，即改善财务数据的完整性已经实现。 | Programme performance in 2019 against planned result 29E.20 A planned result for 2019, which is improved integrity of financial data, as referred to in the proposed programme budget for the biennium 2018–2019, was achieved, as evidenced by the unqualified opinion of the Board of Auditors on financial statements complia... |
2019 年方案执行情况：减少有问题的客户账户数量29E.21 本次级方案通过确保对联合国日内瓦办事处客户部门的内部控制，监测预算执行情况并确保客户的良好财务管理。2019 年，日内瓦办事处的工作重点是定期监测客户部门财务账户中的未决问题并采取纠正行动。“团结”系统中未结事项的管理需要深入了解其各模块及其影响每项财务处理的综合流程，以及有效利用现有数据所需的分析和报告专长。除了利用总部全球发布的账户监测看板以外，还在应付款、应收款、现金和付款管理领域编制了一些旨在查明客户部门财务处理中的异常和错误的报告。为了提供准确、完整的财务报告和信息，日内瓦办事处还在人力资源和差旅领域以及在提高业务趋势的可见度和及早发现业务处理错误方面采取了有... | Programme performance in 2019: reducing the number of client accounts that have issues 29E.21 The subprogramme monitors the budget performance and ensures sound financial management by clients by ensuring internal controls for client offices of the United Nations Office at Geneva. In 2019, the Office focused its effort... |
29E.22 这项工作帮助确保客户部门进行健全、有效和高效的财务管理，这体现在被标记为有问题的账户比例从 2018 年的 26%降至 2019 年的 17%，这一趋势预计将持续下去。这类问题的例子包括未结清的旧项目(通常与联合国开发计划署的业务事项有关)。 | Progress towards the attainment of the objective, and performance measure 29E.22 This work contributed to ensuring sound, effective and efficient financial management by client offices, as demonstrated by the reduction in the percentage of accounts flagged as having issues, from 26 per cent in 2018 to 17 per cent in 20... |
图 29E.一业绩计量：有问题的客户帐户(百分比) | Figure 29E.I Performance measure: client accounts that have issues (Percentage) Abbreviation: N/A, not applicable. |
2021 年计划成果成果 1：在新的管理模式下转变财务职能(从 2020 年承接的成果)29E.23 本次级方案将根据其任务规定，继续开展与财务风险管理有关的工作，并将开发或定制工具，以改进内部控制并降低风险，这将显示在下文 2021 年业绩计量中。2020 年使用了一个代用业绩计量，以反映下述情况：大会第 74/251 号决议核准，次级方案一级的方案说明可仅列大会第71/6 号决议核准的目标和 2020 年应交付产出。 | Planned results for 2021 Result 1: transforming the finance function under a new management paradigm (result carried over from 2020) 29E.23 The subprogramme will continue the work related to financial risk management in line with its mandate, and will develop or tailor tools for improved internal controls and lower ris... |
不适用 不适用2326170510152025302015 2016 2017 2018 2019第 29E 款 行政，日内瓦表 29E.2业绩计量2017 2018 2019 2020 2021不适用 由月度账户监控看板驱动的监测通过为日内瓦办事处量身定制的财务风险目录进行监测全面的风险和内部控制系统投入使用对内部控制系统进行审查和监控，以确保其效率和成效 | Table 29E.2 Performance measure 2017 2018 2019 2020 2021 N/A Monitoring driven by monthly accounts monitoring dashboard Monitoring informed by a financial risk catalogue tailored to the Office Full risk and internal control system in use Internal control system reviewed and monitored for efficiency and effectiveness Ab... |
成果 2：改善工作人员薪金支付(新成果)29E.24 本次级方案一直定期开展薪金核查活动，以确保工作人员得到正确和及时的支付，支付的款项准确无误，并基于核定的应享权利。在“团结”系统中运行薪资模拟，然后生成核查文件，进行人工检查。对文件进行审查，以确定与正在执行的薪金单运行类型不一致的金额，并对被确定为可能有错的项目进行进一步调查。一旦发现例外情况，就动用资源审查该例外情况，以便决定是否发放预支薪金。2018 年，日内瓦办事处平均每月冻结 295 名工作人员的薪金支付，原因是薪金流程产生了例外情形。 | Part VIII Common support services Result 2: improving staff payroll (new result) 29E.24 The subprogramme has been performing payroll verification activities on a regular schedule to ensure that staff members are paid correctly and on time, and that the payments are accurate and based on authorized entitlements. A payro... |
29E.25 本次级方案面临的挑战是，核查文件必须手工生成，十分耗时，需要熟练的信息技术人员的干预。要创建该文件，必须从几个来源(“团结”系统和上个月的核查文件)调取信息。一旦这些信息被逐个调取，技术人员就使用若干工具/技术(数据库、宏、数据透视表和查找功能)来编制可用于核查的工作文件。在每次薪金模拟运行后，该程序每月至少重复 3 次。这一程序十分耗时，并且由于需要审查大量的薪金单条目，很容易出现潜在错误付款。对此，本次级方案确定了一个技术可以解决这一问题的领域，并将利用商业智能工具开发和试验一个系统，该系统能够在规定的时间间隔内自动从“团结”系统提取数据，然后利用算法确定和突显需要进一步分析和调查的项目。分析结果随后将自动交付给流... | Internal challenge and response 29E.25 The challenge for the subprogramme was that the verification file must be created manually, which is time-consuming and requires the intervention of skilled information technology technicians. To create the file, information must be retrieved from several sources (Umoja and the pr... |
29E.26 这项工作预计将有助于确保客户部门进行健全、有效和高效的财务管理，这将体现在 2021 年每月薪金单排除的平均人数减少到 120 人。 | Expected progress towards the attainment of the objective, and performance measure 29E.26 This work is expected to contribute towards ensuring sound, effective and efficient financial management by client offices, which would be demonstrated by a reduction in the average number of monthly payroll exclusions to 120 in 2... |
图 29E.二业绩计量：每月薪金单排除人数的平均数 | Figure 29E.II Performance measure: average number of monthly payroll exclusions Abbreviation: N/A, not applicable. N/A 295 272 150 120 0 50 100 150 200 250 300 350 2017 2018 2019 2020 2021 |
立法授权 | Legislative mandates |
29E.27 以下清单列示本次级方案所有授权。 | 29E.27 The list below provides all mandates entrusted to the subprogramme. |
大会决议 | General Assembly resolutions |
41/213 审查联合国行政和财政业务效率 | 41/213 Review of the efficiency of the administrative and financial functioning of the United Nations |
42/211 大会第 41/213 号决议的执行情况 | 42/211 Implementation of General Assembly resolution 41/213 |
72/8 A 和 B 财务报告和已审计财务报表以及审计委员会的报告 | 72/8 A and B Financial reports and audited financial statements, and reports of the Board of Auditors |
74/251 方案规划 | 74/251 Programme planning |
74/262 与 2020 年拟议方案预算有关的问题 | 74/262 Questions related to the proposed programme budget for 2020 |
应交付产出 | Deliverables |
29E.28 表 29E.3 按类别和次类别列示 2019-2021 年期间促进和预计将促进实现上述目标的所有应交付产出。 | 29E.28 Table 29E.3 lists all deliverables, by category and subcategory, for the period 2019 –2021 that contributed and are expected to contribute to the attainment of the objective stated above. |
表 29E.3 | Table 29E.3 |
次级方案 1：按类别和次类别列示的 2019-2021 年期间应交付产出 | Subprogramme 1: deliverables for the period 2019-2021, by category and subcategory |
类别和次类别 | Category and subcategory |
E. 使能应交付产出 | E. Enabling deliverables |
行政管理：财务管理，包括风险管理和内部控制、预算和其他资源提案的编制和执行；员额管理(设立、延长、裁撤和供资)；财务报告和会计；现金及收入管理；费用回收和计费；管理与近 50 个客户实体的服务安排，包括超过 120 个服务项目的季度费用回收计费；付款、薪金单和支出；对所有财务事项提供指导和建议；医疗保险；索赔管理；客户服务委员会会议。 | Administration: Financial management, including risk management and internal control, preparation and implementation of budgets and other resource proposals; management of posts (creation, extension, abolition and funding); financial reporting and accounting; cash and revenue management; cost recovery and billing; mana... |
第 29E 款 行政，日内瓦次级方案 2 | Subprogramme 2 |
次级方案 2人力资源管理 | Human resources management |
29E.29 本次级方案促进实现的目标是，确保打造一支称职、多样化、适应性强和健康的工作人员队伍、推进效率、才干及忠诚之最高标准，并确保开展具有韧性的组织变革。 | 29E.29 The objective, to which this subprogramme contributes, is to ensure a competent, diverse, adaptable and healthy workforce, to advance the highest standards of efficiency, competence and integrity and to ensure resilient organizational change. |
29E.30 为促进确保打造一支称职、多样化、适应性强和健康的工作人员队伍，本次级方案将继续就人才物色、获取和培养提供指导、咨询和支持(包括确定可能的候选人人才库、员额叙级、空缺管理和选定候选人入职)；管理合同、员工福利和应享权利；与东道国联络；提供适当的医疗、职业健康和精神卫生支持；提供工作人员咨询和工作人员福利服务。这项工作预计将通过培训班和简报会提高工作人员的能力，助其顺利适应战略遗产计划的翻新和施工活动导致的工作场所变化和可能干扰并迎接组织任务不断变化的挑战，同时又将提高管理人员的能力，助其管理更加机敏灵活的员工队伍。这一领域的以往成果包括完成联合国日内瓦办事处授权下征聘流程的所有步骤的平均工作天数减少。 | 29E.30 To contribute to ensuring a competent, diverse, adaptable and healthy workforce, the subprogramme will continue to provide guidance, advice and support on the sourcing, acquisition and development of talents (including through identifying possible pools of candidates, classifying posts, managing vacancies and on... |
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