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As part of the proposed restructuring of the United Nations, which is facing a severe liquidity crisis, there is now a move to streamline and revitalize the General Assembly which has been mired in a bureaucratic backlog.

The President of the General Assembly (PGA), Annalena Baerbock, has called on each Main Committee to review its working methods and propose concrete measures to enhance efficiency, including:

• Merging similar agenda items to avoid repetition;
• Reducing the frequency, length and number of resolutions;
• Using biennial or triennial cycles where appropriate;
• Limiting explanations of vote to five minutes; and
• Simplifying adoption procedures — one gavel, one decision, all texts.

These recommendations, mostly spelled out in a recent resolution, would help re-shape the General Assembly to respond to global challenges with agility and coherence. But unless these reforms are implemented, they remain just words on paper, just another resolution.

“Business as usual will not suffice. We need fewer repetitive resolutions, shorter debates, and smarter scheduling. No more ‘resolutions for resolutions’ sake,” the PGA said.

“We cannot preach on Sunday that we need fewer resolutions, then proceed to submit one for consideration on Monday. And this is, unfortunately, taking place”, she warned.

Dr Palitha Kohona, a former Chief of the UN Treaty Section and one-time Permanent Representative of Sri Lanka to the United Nations, told IPS the UN is burdened under a heavy baggage of resolutions piled up over 80 years.

“Many are no longer relevant, others are superfluous, and some repetitive. Given its current perilous financial situation, it would be appropriate for each department and office to review rigorously the resolutions under their purview and identify those that could be terminated.”

This, he said, may be done through an omnibus resolution. Some might require delicate negotiations with member states which might claim ownership to resolutions that they had proposed. Sensitively, handled, this could deliver considerable financial and staffing dividends.

New resolutions, he pointed out, should be vetted carefully to avoid redundancies. UN staff could proactively assist in this process. Even where resolutions are to be implemented within existing resource allocations, there will be some cost involved, including time.

Where a proposed resolution could not be implemented due to resource constraints, it should be vetoed from the beginning, said Dr Kohona, who until recently, was Sri Lanka’s Ambassador to the People’s Republic of China.

Action officers should be located or moved to an office where a resolution is most likely to be implemented and it would be most effective. For example, the responsibility for implementing UNDP-related resolutions should be allocated to Nairobi, he proposed. Peacekeeping should also be moved to Nairobi as most peacekeeping now happens in Africa, he declared.

Baerbock said: “We have seen the Main Committees put forward resolutions for three-day conferences, with no budget attached, fully aware of the fiscal situation we are debating at the same moment. We have seen over 160 sides events during High-Level Week, despite the call for less, or the call by some, for no side events at all”.

“And we have seen, already, three or four high-level meetings submitted for consideration for the 81st High-Level Week (next year), with four for each of the 82nd and 83rd, despite the decision of this Assembly – so by all of us – to limit this to a maximum of three.”

“While we all want to protect the things we care about, each of us must make concessions in this time of reform”, she declared.

Dr. Purnima Mane, a former Deputy Executive Director (Programme) and UN Assistant-Secretary-General (ASG) at the UN Population Fund (UNFPA), told IPS the major ongoing effort to review the working methods of each of the Committees of the UN GA and enhance their efficiency is certainly laudable.

It is a golden opportunity to challenge some of the so-called ‘givens’ of the ways in which the GA functions and focus on what matters in a streamlined fashion.

The currently proposed solutions however are somewhat peripheral even if they indicate a desire for change. One of the major problems faced by the Committees is the range of issues taken on without clear prioritization including a lack of focus on neglected, key issues. And the absence of a sense of urgency, she pointed out

“The suggestions offered touch on enhancing efficiency of working but avoid tougher issues perhaps due to lack of time and sometimes will on the part of some members to take the risk of proposing solutions which might necessitate dismantling of well-entrenched methods of working”.

Another barrier, she said, might be concerns about potential difficulties that are likely to be experienced in getting agreement on these methods and more so the possibility of limited involvement by member states in their implementation.

“Perhaps starting small and identifying possibly achievable objectives for how the committees are run and managed might be a good beginning, but without the commitment of member States to the issues being prioritized and to implement the resolutions being proposed, all this change and effort is unlikely to achieve any benefits, including saving of resources”, she said.

Reducing agenda items and avoiding repetitive resolutions and endless debates are all a good start but it requires the will of the member states to implement these resolutions, once passed, she added.

And while the will to implement is understood as a given, in reality that is exactly where the problem sometimes lies. How to encourage and ensure implementation is really the true challenge, said Dr Mane, a former President and CEO of Pathfinder International.

Andreas Bummel, co-founder and Executive Director of Democracy Without Borders, told IPS ironically, the issue of revitalizing the General Assembly itself has become a ritualistic item.

“Tackling the number of annual resolutions and avoiding useless repetition year after year is a no-brainer. This should have been implemented long ago. But deeper changes are needed”.

For instance, he said, there needs to be continuity and institutional memory in the office of the President of the General Assembly. It should be a two-year tenure and receive proper funding.

Further, by creating a Parliamentary Assembly, the instrument of Citizens’ Initiative and Citizens’ Assemblies, the General Assembly can become a center of innovation and inclusion for the entire UN system. This should be on the agenda.

Use or not use at your discretion. The final two sentences are the most important as far as I am concerned, declared Bummel.

Meanwhile, revitalization is also being extended to the Office of the President of the General Assembly (OPGA).

The 80th session, Baerbock said, benefited from an early, seamless handover from the 79th — allowing us to hit the ground running. Yet the volume of work remains immense.

“Our High-Level Week featured over seven major meetings in just a few days;
The remainder of the session will see nearly twenty intergovernmental processes and multiple mandated High-Level Meetings; And the total number of resolutions has barely changed — many nearly identical to those of past sessions.”

But this is not sustainable, she said. And it’s contradicting the call from smaller missions that they cannot be in three meetings at the same time.

Transitions matter. Preparation matters. “We must ensure each presidency is set up for success”.

IPS UN Bureau Report

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