Book Description

In July 1997, the Secretary General of the U.N. reported that the organization had become fragmented, duplicative, & ineffective in some areas; it risked becoming irrelevant if it did not more effectively carry out its missions. In response, he proposed a reform program consisting of 3 core elements: restructuring U.N. leadership & operations to unify organizational efforts to accomplish core missions, developing a performance-based human capital system, & introducing programming & budgeting processes focused on managing program performance. This report assesses whether the U.N. had put into place these 3 elements & whether they are improving U.N. management & performance.