Examples of using Internal oversight functions in English and their translations into Russian
{-}
-
Official
-
Colloquial
Strengthening internal oversight functions.
And the Secretariat is exploring the possibility that a Member State discharges the internal oversight functions.
A Includes resources for internal oversight functions as detailed in documents A/C.5/56/30 and A/56/717.
United Nations Trust Fund for Enhancing Professional Capacity in Internal Oversight Functions.
Report of the Secretary-General on the internal oversight functions of operational funds and programmes of the United Nations(resolution 48/218 B);
It also commended him on his selection of priorities andhis intention to further strengthen the internal oversight functions of the Organization.
His delegation agreed that internal oversight functions were not in themselves a priority area, but, rather, a means of achieving the Organization's priorities.
The Inspector is of the view that these resources are inadequate for EAO to effectively carry out the internal oversight functions of the Organization.
Funds and programmes whose internal oversight functions are at present provided largely separate from OIOS are: UNDP, UNICEF, UNFPA, UNOPS and WFP.
The Panel considers that there are three key areas where further improvements are required if the internal oversight functions are to operative effectively.
Separating the internal oversight functions from other functional areas in the organization and consolidating them in a single unit under an oversight head reporting to the executive head brings a necessary- but not sufficient- measure of independence.
The mandate for internal audit is vested in the Office for Programmes Evaluation, Audit, and Management Review(EAO),which is responsible for all internal oversight functions.
In addition, extrabudgetary resources would be used to enhance professional capacity related to internal oversight functions and to strengthen the Organization's integrity infrastructure.
In some other organizations of the United Nations system, internal oversight functions have similarly been consolidated in a single unit under a head of oversight services reporting directly to the executive head, while in others the structure remains fragmented annex I.
Member States had been enthusiastic about those reporting arrangements; hence, a similar format andconcept was suggested for internal oversight functions in funds and programmes.
Agencies observed that the report reiterates a proposal for agencies to consolidate all internal oversight functions(audit, inspection, investigation and evaluation) into one unit, which was the subject of a recommendation from an earlier report on oversight lacunae A/60/860.
In the views of the Inspectors, it is particularly important that the charter make a distinction between the internal audit function vis-à-vis external audit and other internal oversight functions, which is less frequently done.
Within the United Nations system, internal auditing is usually consolidated with other internal oversight functions; in all instances at least with investigation, except at the Office of the United Nations High Commissioner for Refugees(UNHCR), but also with evaluation in 11 of 21 organizations reviewed(53 per cent), and with inspection in another 9 instances 43 per cent.
The view was also expressed that the Office should not rely heavily on external consultants and experts to perform internal oversight functions and that these resources should be managed in a more economical manner.
As a follow-up to Programme and Budget Committee conclusion 2002/2 on strengthening the internal oversight function of the Organization(IDB.26/13, para. 12), Director-General's Bulletin UNIDO/DGB(M).91 had been issued on 14 November 2002.The necessary action to strengthen internal oversight functions had been initiated.
Such concerns included, among other things: the fragmentation of funding sources; internal inconsistency in seekingfunding for OIOS activities; the inflexibility of resources between internal oversight functions; timing and governance arrangements for a client's budget cycles; and the lack of financial independence, especially with respect to extrabudgetary resources.
As stated by the Secretary-General in the outline, this projected reduction reflected a combination of factors such as the decrease in the number of political and peace-keeping missions offset by some additional requirements arising in the economic and social sector, the human rights andhumanitarian affairs area, reinforcement of certain peace-keeping activities and internal oversight functions.
Pursuant to the request of the General Assembly in resolution 48/218 B of 29 July 1994,the Secretary-General prepared a detailed report containing recommendations on the implementation of that resolution as it pertained to the internal oversight functions of the United Nations operational funds and programmes, including methods by which the Office could assist such funds and programmes in enhancing their internal oversight mechanisms A/51/801.
Each organization maintains strong internal oversight functions, with significant expertise in the evaluation of science- and environment-related projects and programmes, and each has extensive experience in providing all necessary logistics for intergovernmental and international meetings, including: conference facilities around the world; interpretation services in the six official languages of the United Nations; catering services and medical services in the event of need; exhibition and reception space; and remote conferencing capacities.
Through its resolution 48/218 B, which established the Office of Internal Oversight Services,the General Assembly requested me to prepare a report on the internal oversight functions of the Organization's operational funds and programmes.
The present report has been produced, at the request of the Secretary-General,by the Office of Internal Oversight Services in response to the General Assembly's request for a detailed report by the Secretary-General containing recommendations on the implementation of General Assembly resolution 48/218 B of 29 July 1994 as it pertains to the internal oversight functions of the United Nations operational funds and programmes.
While the present report was being prepared, several funds and programmes took measures to enhance theirinternal oversight services by establishing new, or restructuring their existing, internal oversight functions, or by initiating a closer cooperation with the Office.
The Assembly requested the Secretary-General to submit to it at its forty-ninth session, following consultations with the executive boards of the United Nations operational funds and programmes,a detailed report containing recommendations on the implementation of the resolution as it pertains to the internal oversight functions of such funds and programmes, including methods by which the Office could assist them in enhancing their internal oversight mechanisms resolution 48/218 B.
Request the Secretary-General to submit to the General Assembly, at its forty-ninth session, following consultations with the Executive Boards of the United Nations operational funds and programmes,a detailed report containing recommendations on the application the resolution as it pertains to the internal oversight functions of such funds and programmes, including methods by which the Office could assist such funds and programmes in enhancing their internal oversight mechanisms.
The General Assembly, when it created OIOS in 1994 by its resolution 48/218 B of 29 July 1994, requested that the Secretary-General submit to the Assembly, at its forty-ninth session, following consultations with the executive boards of the United Nations operational funds and programmes,a detailed report containing recommendations on the implementation of the resolution as it pertained to the internal oversight functions of such funds and programmes, including methods by which OIOS could assist such funds and programmes in enhancing their oversight mechanisms.