natgillin/translations-raw huggingface dataset:
The Ministry of Finance has today decided to keep the level of the countercyclical capital buffer requirement for banks unchanged at 1 percent from 30 June 2015, in line with advice from Norges Bank.
Finansdepartementet har i dag besluttet at nivået på det motsykliske kapitalbufferkravet for bankene holdes uendret på 1 prosent fra 30. juni 2015, i tråd med råd fra Norges Bank.
Delivering as One, Report of the Secretary-General’s High-Level Panel
Delivering as One, Report of the Secretary-General’s High-Level Panel
Executive Summery
Sammendrag
Prime Minister Jens Stoltenberg has been co-chairing a high level panel on how the UN can most effectively respond to the challenges of the 21st century.
Sammen med Mosambiks og Pakistans statsminister har statsminister Soltenberg ledet et høynivåpanel som har sett nærmere på hvordan FN kan møte det 21. århundres utfordringer.
This report gives recommendations from the high level panal for substantial rerforms of the UN system.
Panelet foreslår omfattende reformer i FN-systemet.
Executive Summary
Executive Summary
In facing up to the challenges of their times, the world leaders of 60 years ago created new multilateral institutions – the United Nations, IMF, and the World Bank – in the conviction that international cooperation was the best way to solve the challenges of the post- war world.
In facing up to the challenges of their times, the world leaders of 60 years ago created new multilateral institutions – the United Nations, IMF, and the World Bank – in the conviction that international cooperation was the best way to solve the challenges of the post- war world.
Today we too face significant challenges: ours is the era of global change unprecedented in its speed, scope and scale.
Today we too face significant challenges: ours is the era of global change unprecedented in its speed, scope and scale.
As the world becomes more interdependent we are increasingly exposed to sharp and growing social and economic inequalities.
As the world becomes more interdependent we are increasingly exposed to sharp and growing social and economic inequalities.
Poverty, environmental degradation, and lagging development exacerbate vulnerability and instability to the detriment of us all.
Poverty, environmental degradation, and lagging development exacerbate vulnerability and instability to the detriment of us all.
Achieving the Millennium Development Goals and wider internationally agreed development goals is central to our global economic stability and prosperity.
Achieving the Millennium Development Goals and wider internationally agreed development goals is central to our global economic stability and prosperity.
The United Nations played a crucial role in articulating the Millennium Development Goals (MDGs).
The United Nations played a crucial role in articulating the Millennium Development Goals (MDGs).
Now it needs to take action to achieve these and the other development goals, and support governments implement their national plans.
Now it needs to take action to achieve these and the other development goals, and support governments implement their national plans.
However, without ambitious and far-reaching reforms the United Nations will be unable to deliver on its promises and maintain its legitimate position at the heart of the multilateral system.
However, without ambitious and far-reaching reforms the United Nations will be unable to deliver on its promises and maintain its legitimate position at the heart of the multilateral system.
Despite its unique legitimacy, including the universality of its membership, the UN’s status as a central actor in the multilateral system is undermined by lack of focus on results, thereby failing, more than anyone else, the poorest and most vulnerable.
Despite its unique legitimacy, including the universality of its membership, the UN’s status as a central actor in the multilateral system is undermined by lack of focus on results, thereby failing, more than anyone else, the poorest and most vulnerable.
The 2005 World Summit in New York gave the need for UN reform new impetus.
The 2005 World Summit in New York gave the need for UN reform new impetus.
At the initiative of the Secretary-General, this High-level Panel has worked for over six months to consider how the UN system can most effectively respond to the global development, environmental and humanitarian challenges of the 21st century.
At the initiative of the Secretary-General, this High-level Panel has worked for over six months to consider how the UN system can most effectively respond to the global development, environmental and humanitarian challenges of the 21st century.
We have undertaken a thorough assessment of the strengths and weaknesses of the UN system, holding consultations with stakeholders around the world.
We have undertaken a thorough assessment of the strengths and weaknesses of the UN system, holding consultations with stakeholders around the world.
We commend the UN as the indispensable force driving forward the discourse on human development; by defining and creating a global consensus behind the MDGs and the other internationally agreed development goals; by playing a leading role in developing the concept of sustainable development; by responding rapidly to humanitarian disasters; and by mobilizing international action for the protection of the environment.
We commend the UN as the indispensable force driving forward the discourse on human development; by defining and creating a global consensus behind the MDGs and the other internationally agreed development goals; by playing a leading role in developing the concept of sustainable development; by responding rapidly to humanitarian disasters; and by mobilizing international action for the protection of the environment.
The UN system also continues to play an essential role as a convenor, in setting norms and standards and in advising countries on their implementation at global, regional, national and local levels.
The UN system also continues to play an essential role as a convenor, in setting norms and standards and in advising countries on their implementation at global, regional, national and local levels.
However, we have also seen how the UN’s work on development and environment is often fragmented and weak.
However, we have also seen how the UN’s work on development and environment is often fragmented and weak.
Inefficient and ineffective governance and unpredictable funding have contributed to policy incoherence, duplication and operational ineffectiveness across the system.
Inefficient and ineffective governance and unpredictable funding have contributed to policy incoherence, duplication and operational ineffectiveness across the system.
Cooperation between organizations has been hindered by competition for funding, mission creep and by outdated business practices.
Cooperation between organizations has been hindered by competition for funding, mission creep and by outdated business practices.
Delivering as One, and overcoming systemic fragmentation, is a central theme of our report.
Delivering as One, and overcoming systemic fragmentation, is a central theme of our report.
Taken as a whole our recommendations could result in a step change in the way the UN operates at headquarters, in each region and in each country.
Taken as a whole our recommendations could result in a step change in the way the UN operates at headquarters, in each region and in each country.
If implemented, the recommendations could deliver better focus on performance, efficiency, accountability and results within the UN system and enhance the role and voice of developing countries.
If implemented, the recommendations could deliver better focus on performance, efficiency, accountability and results within the UN system and enhance the role and voice of developing countries.
These changes would secure and strengthen the UN’s role at the heart of the multilateral system.
These changes would secure and strengthen the UN’s role at the heart of the multilateral system.
We have developed a set of clear recommendations based on five strategic directions:
We have developed a set of clear recommendations based on five strategic directions:
Coherence and consolidation of UN activities, in line with the principle of country ownership, at all levels (country, regional, headquarters)
Coherence and consolidation of UN activities, in line with the principle of country ownership, at all levels (country, regional, headquarters)
Establishment of appropriate governance, managerial and funding mechanisms to empower and support consolidation, and link the performance and results of UN organizations to funding
Establishment of appropriate governance, managerial and funding mechanisms to empower and support consolidation, and link the performance and results of UN organizations to funding
Overhaul of business practices of the UN system to ensure focus on outcomes, responsiveness to needs and delivery of results by the UN system, measured against the Millennium Development Goals
Overhaul of business practices of the UN system to ensure focus on outcomes, responsiveness to needs and delivery of results by the UN system, measured against the Millennium Development Goals
Ensure significant further opportunities for consolidation and effective delivery of One UN through an in-depth review
Ensure significant further opportunities for consolidation and effective delivery of One UN through an in-depth review
Implementation should be undertaken with urgency, but not ill planned and hasty in a manner that could compromise permanent and effective change.
Implementation should be undertaken with urgency, but not ill planned and hasty in a manner that could compromise permanent and effective change.
‘One’ is a central concept in this report: the UN needs to overcome its fragmentation and deliver as one through a stronger commitment to working together on the implementation of one strategy, in the pursuit of one set of goals.
‘One’ is a central concept in this report: the UN needs to overcome its fragmentation and deliver as one through a stronger commitment to working together on the implementation of one strategy, in the pursuit of one set of goals.
We have come up with ambitious but realistic recommendations with the potential to radically change the way the organizations operate at headquarters, in each region and in each country, to enable the UN to achieve more than the sum of its parts
We have come up with ambitious but realistic recommendations with the potential to radically change the way the organizations operate at headquarters, in each region and in each country, to enable the UN to achieve more than the sum of its parts
The essence of our vision is for the UN to deliver as one in the areas of development, humanitarian assistance and the environment.
The essence of our vision is for the UN to deliver as one in the areas of development, humanitarian assistance and the environment.
The UN’s normative and analytic expertise, its operational and coordination capabilities, and its advocacy role would be more effectively brought together at the country level, at the regional level and at the global level.
The UN’s normative and analytic expertise, its operational and coordination capabilities, and its advocacy role would be more effectively brought together at the country level, at the regional level and at the global level.
Member states should shape the governance structures, the funding framework and the business practices to make it so.
Member states should shape the governance structures, the funding framework and the business practices to make it so.
One UN for development - at country level
One UN for development - at country level
We recommend the establishment of One UN at country level, with one leader, one programme, one budget and, where appropriate, one office.
We recommend the establishment of One UN at country level, with one leader, one programme, one budget and, where appropriate, one office.
A third of UN programmes have more than ten UN agencies and in just under a third, less that 2 million USD is spent by each UN agency.
A third of UN programmes have more than ten UN agencies and in just under a third, less that 2 million USD is spent by each UN agency.
The One UN should be based on a consolidation of all of the UN’s programme activities at the country level, where the country wishes it.
The One UN should be based on a consolidation of all of the UN’s programme activities at the country level, where the country wishes it.
The programme must be developed and owned by the country in line with its own national priorities.
The programme must be developed and owned by the country in line with its own national priorities.
Effective delivery requires a single budgetary framework.
Effective delivery requires a single budgetary framework.
To manage the One Country Programme there needs to be one leader – an empowered Resident Coordinator.
To manage the One Country Programme there needs to be one leader – an empowered Resident Coordinator.
The Resident Coordinator shall be selected on the basis of merit and competition demonstrably open to candidates outside UNDP and the UN system.
The Resident Coordinator shall be selected on the basis of merit and competition demonstrably open to candidates outside UNDP and the UN system.
To ensure system-wide ownership of the Resident Coordinator System, the role of UNDP must change.
To ensure system-wide ownership of the Resident Coordinator System, the role of UNDP must change.
It should focus and strengthen its operational work on policy coherence and positioning of the UN country team, and withdrawing from sector-focused policy and capacity work being done by other UN entities.
It should focus and strengthen its operational work on policy coherence and positioning of the UN country team, and withdrawing from sector-focused policy and capacity work being done by other UN entities.
We recommend 5 One UN country pilots by 2007, and subject to satisfactory review, 20 One UN Country Programmes by 2009, 40 by 2010 and all other appropriate programmes by 2012.
We recommend 5 One UN country pilots by 2007, and subject to satisfactory review, 20 One UN Country Programmes by 2009, 40 by 2010 and all other appropriate programmes by 2012.
One UN for development - at headquarters level
One UN for development - at headquarters level
We recommend the establishment of a UN Sustainable Development Board to oversee the One UN Country Programmes.
We recommend the establishment of a UN Sustainable Development Board to oversee the One UN Country Programmes.
A coordinating Board is necessary to provide oversight for the One UN Country Programme, to provide system-wide coherence, ensure coordination, and to monitor performance of global activities.
A coordinating Board is necessary to provide oversight for the One UN Country Programme, to provide system-wide coherence, ensure coordination, and to monitor performance of global activities.
We propose that the existing joint meetings of the Boards of UNDP/UNFPA/UNICEF/WFP be merged into this strategic oversight body – the UN Sustainable Development Board (The Board) – reporting to ECOSOC.
We propose that the existing joint meetings of the Boards of UNDP/UNFPA/UNICEF/WFP be merged into this strategic oversight body – the UN Sustainable Development Board (The Board) – reporting to ECOSOC.
The Board should comprise a representative sub-set of member states on the basis of equitable geographic representation, and enhance the participation and voice of developing countries.
The Board should comprise a representative sub-set of member states on the basis of equitable geographic representation, and enhance the participation and voice of developing countries.
The Board would be responsible for endorsing the One UN Country Programme, allocating funding, and evaluating its performance against the objectives agreed with the programme country.
The Board would be responsible for endorsing the One UN Country Programme, allocating funding, and evaluating its performance against the objectives agreed with the programme country.
The Board should also maintain a strategic overview of the system to drive coordination and joint planning between all Funds, Programmes and Agencies, and to monitor overlaps and gaps.
The Board should also maintain a strategic overview of the system to drive coordination and joint planning between all Funds, Programmes and Agencies, and to monitor overlaps and gaps.
We recommend that the Secretary-General appoint a UN Development Coordinator with responsibility for the performance and accountability of UN development activities.
We recommend that the Secretary-General appoint a UN Development Coordinator with responsibility for the performance and accountability of UN development activities.
The UNDP Administrator should serve as the Development Coordinator.
The UNDP Administrator should serve as the Development Coordinator.
The Development Coordinator should report to the Board and be supported by a high-level coordination group comprising the Heads of principal development agencies and an expert Secretariat drawn from across the UN system.
The Development Coordinator should report to the Board and be supported by a high-level coordination group comprising the Heads of principal development agencies and an expert Secretariat drawn from across the UN system.
The evolution of the role of UNDP as Manager of the Resident Coordinator System requires the establishment of a code of conduct and a firewall between its streamlined operational activities and other functions.
The evolution of the role of UNDP as Manager of the Resident Coordinator System requires the establishment of a code of conduct and a firewall between its streamlined operational activities and other functions.
We recommend that the Secretary-General establish an independent task force to further eliminate duplication within the UN system, and consolidate UN entities, where necessary.
We recommend that the Secretary-General establish an independent task force to further eliminate duplication within the UN system, and consolidate UN entities, where necessary.
We do not advocate a single UN entity because many individual agencies can best achieve their vital role in the provision of global public goods, advocacy, research, promoting best practice and global norms and standards by operating individually in their specific sectors.
We do not advocate a single UN entity because many individual agencies can best achieve their vital role in the provision of global public goods, advocacy, research, promoting best practice and global norms and standards by operating individually in their specific sectors.
However, it is clear there are a large number of overlapping functions, failures of coordination and policy inconsistency within the UN system.
However, it is clear there are a large number of overlapping functions, failures of coordination and policy inconsistency within the UN system.
The task force should clearly delineate the roles performed by UN Funds, Programmes, Specialized Agencies and regional entities, including the UN Secretariat.
The task force should clearly delineate the roles performed by UN Funds, Programmes, Specialized Agencies and regional entities, including the UN Secretariat.
It should make concrete recommendations for mergers or consolidation of duplicative functions and ensure complementarity of mandates.
It should make concrete recommendations for mergers or consolidation of duplicative functions and ensure complementarity of mandates.
The task force should report by end 2007 to the Secretary-General with clear recommendations for early implementation.
The task force should report by end 2007 to the Secretary-General with clear recommendations for early implementation.
This exercise has the potential to release significant annual savings possibly in the range of 20% per annum, the exact amount should be assessed and informed by the analysis of the review.
This exercise has the potential to release significant annual savings possibly in the range of 20% per annum, the exact amount should be assessed and informed by the analysis of the review.
Efficiency savings should be recycled to the One UN country programmes.
Efficiency savings should be recycled to the One UN country programmes.
Results based funding, performance and accountability
Results based funding, performance and accountability
We recommend the establishment of a MDG Funding Mechanism to provide multi-year funding for the One UN Country Programmes.
We recommend the establishment of a MDG Funding Mechanism to provide multi-year funding for the One UN Country Programmes.
If the UN is to work more coherently and effectively, both at country level and globally, significant changes are needed to the way donor funding is managed.
If the UN is to work more coherently and effectively, both at country level and globally, significant changes are needed to the way donor funding is managed.
Current UN funding patterns are highly fragmented, unpredictable and constrained by too much earmarking, which has encouraged duplication and inefficiency.
Current UN funding patterns are highly fragmented, unpredictable and constrained by too much earmarking, which has encouraged duplication and inefficiency.
This limits the UN and programme countries from making strategic decisions, and undermines the principles of multilateralism and country ownership.
This limits the UN and programme countries from making strategic decisions, and undermines the principles of multilateralism and country ownership.
A new MDG Funding Mechanism for voluntary donor funding (public, private and UN organizations) would provide multi-year funding for the One UN Country Programmes as well as for well performing agencies.
A new MDG Funding Mechanism for voluntary donor funding (public, private and UN organizations) would provide multi-year funding for the One UN Country Programmes as well as for well performing agencies.
The Board would govern this mechanism.
The Board would govern this mechanism.
Donor contributions would be voluntary and could be specified.
Donor contributions would be voluntary and could be specified.
There should also be additional funding available at the discretion of the Board to reward well performing headquarters of Funds, Programmes and Specialized Agencies and to fund programmatic gaps and priorities in the system.
There should also be additional funding available at the discretion of the Board to reward well performing headquarters of Funds, Programmes and Specialized Agencies and to fund programmatic gaps and priorities in the system.
To deliver maximum impact against country priorities, we urge donors to contribute multi year funding and substantially reduce earmarking.
To deliver maximum impact against country priorities, we urge donors to contribute multi year funding and substantially reduce earmarking.
We recommend that UN organizations committed to and demonstrating reform should receive full, multi-year core funding.
We recommend that UN organizations committed to and demonstrating reform should receive full, multi-year core funding.
Donors should support consolidated multi-year funding for the One UN Country Programme and core budgets of UN entities committed to reform.
Donors should support consolidated multi-year funding for the One UN Country Programme and core budgets of UN entities committed to reform.
Donors would demonstrate by their actions that funding and performance are linked to results and reform.
Donors would demonstrate by their actions that funding and performance are linked to results and reform.
Multi-year funding frameworks can be managed to increase focus on strategic priorities.
Multi-year funding frameworks can be managed to increase focus on strategic priorities.
Funding cycles of UN funds and programmes should be aligned to facilitate overall strategic coordination of UN programmatic work.
Funding cycles of UN funds and programmes should be aligned to facilitate overall strategic coordination of UN programmatic work.