"Let me state this clearly: strong management can only work if it responds to strong governance. These reforms are in danger of failing unless there is a trusting relationship, a strategic partnership, between this institution's governance — the Member States' intergovernmental mechanisms – and its management, namely myself and my colleagues." (Investing in the United Nations, report by the Secretary-General, 7 March 2006, p.12)

Introduction

There is a broad understanding that the United Nations must be strengthened to meet the new challenges of today. Change in governance and management systems is one major question to address. In early 2005 four concerned Member States – Chile, South Africa, Sweden and Thailand – decided that the time had come to take an initiative to contribute to this change from the Member States' perspective. This was the beginning of the Four Nations Initiative (4NI).

The purpose of the 4NI is to contribute to a UN governed and managed in a way that makes it better equipped to respond to tomorrow's challenges. For the UN to truly progress, more of Member States ideas and perspectives are necessary, particularly on governance issues. A continued dialogue is required together with in-depth consultations. An interactive process will contribute to building of trust and of a new compact.

Background

"Today's United Nations is vastly different from the Organization that emerged from the San Francisco conference more than 60 years ago…Such a radically expanded range of activities calls for a radical overhaul of the United Nations Secretariat – its rules, structure, systems and culture" (Investing in the United Nations, p.1).

The 2005 World Summit Outcome identified a number of reform areas, and the process of implementation is now under way with a lot of time pressure. The Outcome document (all documents mentioned can be accessed through our document archive) called on the Secretary-General to submit proposals for management reform in the first quarter of 2006. Consequently, the Secretary-General presented to the General Assembly on 7 March his report Investing in the United Nations. The report covers six broad areas and focuses strongly on human resources, information and communications technology and how to deliver services. However, as a report by the management of the United Nations it is less specific on issues of governance and finance.

On 30 March the Secretary-General submitted a report proposing a review of all mandates older than five years. This effort aims at reducing the workload of the Secretariat and to enhance transparency. The Secretary-General writes:"[m]ore strategic interaction through better reporting to Member States on the state of mandates would not only unburden the Secretariat but also – importantly – would enable Member States to ascertain whether their mandates are being effectively implemented and whether they contribute to the overall goals and priorities of the Organization" (Mandating and delivering, report by the Secretary-General, 30 March 2006, p.3)

Several initiatives on UN reform are presently on-going. What, then, is the added value of the 4NI to this process?

Creation of the 4NI 

"…it is time for those who really care about reform to come together and form a new coalition - one that bridges the artificial, destructive divide between north and south and brings together all those who are willing to work together" (Kofi Annan, 12 June 2006, "A moment of truth for the United Nations" from Financial Times)

The present proposal for an input to the reforms of the UN Secretariat took its start in early 2005, and has been elaborated in consultations between the Governments of Chile, South Africa, Sweden and Thailand. This is a new constellation of countries that goes beyond traditional groupings.

There are several features of the Initiative that distinguish it from other reform efforts. First, the perspective is that of the Member States; not in the sense of Member States being the clients of a UN, but as being the responsible owners. Second, the objective is not only to point out problems or give complete action plans with solutions, but to involve Member States in consultation and dialogue to create a new culture and compact marked by trust and cooperation. The 4NI believes that Member States must take this opportunity to look forward and come up with constructive solutions, instead of remaining locked into old and unfruitful group formations and rigid standpoints.

In short:

• The Four Nations Initiative has been conceived and elaborated by representatives of four Member States.

• It concerns specifically how the UN Secretariat is governed and managed, as seen from a Member States perspective.

• It is designed to take a long-term perspective at governance and management reform and to provide further options for the reform agenda.

• The Initiative's conclusions and recommendations will be based on dialogue and consultation with Member States and other interested parties as well as with UN staff.

• The Initiative is complementary to the agenda adopted by the 2005 World Summit and presently carried out by the UN Secretariat. It has been planned in close consultation with and support of UN senior management.

• It will present its conclusions and recommendations during 2007.

• The final report does not necessarily bind any Government.

• The Initiative is governed by a Steering Committee supported by a Secretariat based in Stockholm.

  

This is our focus

 "…new principles to guide the interaction between the Secretariat and the General Assembly on management and budgetary issues should be introduced" (Investing in the United Nations, p.4).

The Member States are responsible for governance, the Secretary-General for management. The focus of the 4NI is on the interface between governance and management, and the relationship between Member States and the Secretariat of the United Nations.

The Initiative is specifically concerned with three key aspects of structure and process concerning the UN Secretariat: mandate and roles; governance, accountability and transparency; and financial governance (budget and finance). Governance is the key concept and will be addressed in each of the three areas.

Project time-plan 

The project has been divided into five different phases:

• The preparation phase when the terms of reference of the studies were decided, the experts to conduct the studies identified and the procurement process initiated.
• The assessment and analysis phase focused on problem-oriented descriptions and analysis. The initial studies aimed to describe some of the main governance and management challenges facing the UN Secretariat. They were carried out with the objective of laying the ground for wider discussions and consultation on existing problems and on how such problems could be approached.
• The consultation phase consisted of analysis of these reports and broad consultations aimed at formulating recommendations.
• The conclusions and recommendations phase is about drawing conclusions from the work carried out so far with the ambition to formulate some final overall recommendations regarding governance and management of the UN Secretariat.
• The final phase will be the dissemination of the results and the recommendations of the project. The recommendations will also be presented and introduced to the Secretary-General and the Secretariat.

The work of the 4NI is based on principles of transparency. The active participation of those concerned and interested is a prerequisite for successful implementation of reforms.

View more documents below:

• Concept paper (Word format)
• Brief introduction (Word format)
• Process and time plan (Excel format)
• Presentation brochure (PDF format)
• Presentation (Powerpoint format)
• Initial comments on the 4NI by Gert Rosenthal - personal opinion (Word format)