Agenda Item

Action date



The HLCM Strategic Plan places a significant focus on measuring and communicating results. Not all actions undertaken by the Committee in this area are explicitly linked to the QCPR. However, work on establishing common definitions of operating costs and standardized systems of cost control, as well as work to enhance the quality and quantity of information on the CEB website do respond directly to mandates (paragraphs 17 and 159).

The development of a UN system Data Visualization platform (see Section VI of this report) to improve the UN system’s capacity and ability to present UN system data, as well as the system’s implementation of standards for data presentation, represents a direct response to the QCPR calls.

In 2012 the CEB Secretariat launched an enhanced system for collection of Financial Statistics based on harmonized definitions of expenses and revenues. The full set of 2010 and 2011 data is now displayed on the new CEB Website. In 2013, the CEB Secretariat further enhanced the SAP-based system and collected 2012 data, which will shortly be made available. The CEB Secretariat is continuously improving the system to enhance automation, improve the collection mechanism so as to reduce the burden for the organizations, and to broaden the range of collected data.

A working group led by UNICEF and participated by nine agencies has just been established to respond to the QCPR call for common definition of operating costs and a common and standardized system of cost control.


The committee:

  • Affirmed its commitment to the programme of work outlined in the Results Framework, which represents the guiding tool for the operationalization of the Committee’s Strategic Plan for 2013-2016.
  • Encouraged member organizations that have not yet done so, to express their interest in joining in the activities outlined in the Results Framework.
  • Took note of the work currently undertaken to respond to the mandates of the QCPR in paragraphs 17, 137, 140, 152, 153, 155, 159, 160, 162 and 167 and encouraged the lead and participating organizations to give this work the highest priority.
  • Expressed its commitment to elaborate a response to QCPR paragraph 155 towards developing plans for common service centres, taking into consideration the requirements of the different mandates and corresponding business models of member organizations.
  • Requested each HLCM Network to review the requirements put forward by QCPR paragraph 155 with respect to their respective functional areas, and propose a coordinated response to the Committee, also identifying where there is value in inter-operability and appropriate harmonization of rules, regulations, policies and procedures.
  • Committed its full support to the Brazil pilot on the establishment of a common service centre, structured along the model offered by the Business Operations Strategy (BOS). Looked forward to a comprehensive cost-benefit assessment, including by the HLCM Networks, of the outcome of the BOS pilots, including of the Brazil common service centre, subsequent to their implementation in 2014, with a view to broadening their scope in response to the QCPR paragraph 155.
  • Welcomed the results being achieved by the use of the lead agency approach for common support services at the country, regional and global level and requested Networks to review policies, procedures and results with the aim to remove any remaining obstacles to the lead agency approach in each of their areas of expertise.
  • Recommended that organizations that have established global service centres assess their readiness and availability to expand those centres to support additional organizations, towards the creation of common service centres at the global level.
  • Took note with appreciation of the work of the UNDG Working Group on Resident Coordinator Issues and confirmed its continuing support to the work of the Group.