Remarks on Oversight to the UNICEF Executive Board

Nick Hill
U.S. Deputy Representative to the Economic and Social Council
New York, NY
September 6, 2022


Thank you, Chair.

I have the pleasure of delivering this statement on behalf of Australia, Bulgaria, Canada, Czech Republic, Denmark, Estonia, EU as a donor, Finland, Georgia, Germany, Hungary, Iceland, Ireland, Israel, Japan, Republic of Moldova, Monaco, Kingdom of the Netherlands, New Zealand, Norway, Poland, Republic of Korea, Romania, Spain, Sweden, Switzerland, Türkiye, Ukraine, the United Kingdom, and my own country, the United States of America.

There has never been a more critical moment to ensure that the UN system’s governance and oversight functions are strong, transparent, effective, and based on the most robust international best practices. In a world struggling to manage multiple crises with ever limited resources, we cannot afford to waste a single dollar or Euro committed to delivering results for the most vulnerable and to leave no one behind.

Among the central roles of a governing body is to help ensure effective oversight of an organization and its performance.

Strong oversight directly supports trust and partnership and can provide the right incentives for increased support, as appropriate. However, increased funding requests demand ever stronger oversight mechanisms and the will to administer them responsibly to maintain that trust and partnership.

Considering what has recently transpired within UNOPS, we believe this is an opportune moment to discuss and critically examine whether we are sufficiently executing our oversight responsibilities and functions.

We believe oversight must be an ongoing two-way conversation – one between organizations, such as UNICEF, and their respective governing bodies. We commit to strengthening this conversation in the following ways:

  • By engaging with agency management and internal oversight functions on what more can be done to strengthen oversight, accountability, and transparency at every level of the organization and throughout the chain of program delivery;
  • By examining whether our joint efforts to strengthen governance are based on international best practices and standards to support the UN’s integrity as a development and humanitarian assistance partner;
  • By creating and maintaining, as appropriate, a sustainable channel of independent communication between UN system and agency specific oversight offices and stakeholders in addition to traditional Executive Board engagement with management on these issues;
  • By executing our oversight function in a more proactive and thorough manner, to ensure the agency find a reliable and diligent partner in their Executive Board in helping to mitigate against risks;
  • By taking steps to assure that the Executive Board serves the best interests and expectations of program beneficiaries, agency staff, and taxpayers.

Oversight is a continuous and ongoing process, and it demands dynamic discussion and continuous improvement to ensure responsiveness and adaptation to emerging and real-time circumstances.

We appreciate management efforts to facilitate direct channels of communication between the Office of Internal Audit and Investigations and the Executive Board. We look to your support for similar future engagements. We also express our sincere gratitude to UNICEF for a quick response to the Executive Board’s Annual Session decision, requesting a self-assessment of your internal audit and investigation functions. We appreciate OIAI’s initiative in commissioning two external reviews of its audit work and an external review of its investigative work in the last three years and thank OIAI for continuing to engage with the Executive Board on how to strengthen oversight within UNICEF.

We believe in the value of continued discussions with and within the Executive Board on how we can keep strengthening our oversight over the coming year. In this regard we call on UNICEF and the Executive Board to:

  • Establish a sustainable and independent channel of communication between the Executive Board and key oversight stakeholders and entities to supplement management engagement; and
  • Ensure that the annual calendar regularly includes robust and appropriate discussion on oversight matters.

To close, we look forward to thinking more creatively, proactively, and systematically about what we can do together to strengthen internal controls and oversight. We expect UNICEF to support the Executive Board in making any further adjustments deemed appropriate and welcome updates from UNICEF’s leadership in this regard. Together, we hope our work will help ensure that UNICEF’s partnerships, including with the Executive Board, are grounded in the trust and transparency required to deliver timely, effective, credible, and sustainable results at all levels.

Thank you