1. The key factor in ensuring the Commission=s competence, impartiality and independence B and in the final analysis its accountability B is its composition. Articles 3 and 4 of the statute of the International Civil Service Commission (ICSC) govern the selection/election of Commissioners and the Chairman and Vice-Chairman. Those articles indicate the competencies required of Commissioners (substantial executive responsibility in public administration or related fields, particularly in personnel management) and the requirement for appropriate consultation with Member States, with the executive heads of the other organizations and with staff representatives.
2. Over time, the selection/election process governed by articles 3 and 4 of the ICSC statute has evolved in a way that raises doubts as to whether the current process fully meets the requirements of article 3.1.
3. Essentially, the balance of the consultation process, involving the participation of all three parties (Member States, executive heads and representatives of staff) has gradually shifted towards the General Assembly, with less regard for the other two partners referred to in article 4 of the statute. In most cases, only one candidate is put up for each vacant seat, and each candidate is selected by Member States through their regional groups.
4. In view of the evolution of the field of human resources management, it would be desirable to define a set of competencies for Commissioners. In 1995, the Consultative Committee on Administrative Questions (CCAQ) developed and discussed draft criteria for the selection of members of ICSC (see attachment). The core competencies defined by CCAQ have been used as the basis for the proposals contained in the present statement, and would contribute to effective performance. A balance of the competencies among ICSC members would be highly desirable.
5. To enhance and revalue the consultative nature of the selection process, a number of steps are required to ensure that the views of all three parties B the Member States, executive heads and staff B are fully taken into consideration. While the General Assembly would maintain final decision-making power with regard to the appointment of Commissioners, the identification and proposal of candidates would be addressed in a transparent and participatory manner.
6. That could be achieved through a change to the current statute to require nominations from the three parties concerned. An alternative would be the creation of a consultative committee comprising the representatives of Member States, executive heads and staff with the mandate to identify and propose candidates for the Co mmission. The committee would ensure that there were at least three candidates for each vacancy on the Commission, and would draw up a shortlist based on a review of the core competencies required. A second alternative would be the timely preparation by the Administrative Committee on Coordination, in consultation with Member States and staff representatives, of a roster of candidates that would serve as the sole source of nominees for membership to the Commission.
7. In keeping with the spirit of renewal and to ensure that the competencies are kept up to date, the number of terms of service for Commissioners should be limited. Consideration should be given to reviewing the procedure for the appointment of the Chairman and Vice-Chairman, including the introduction of a deadline for the presentation of candidatures and the possibility of election by the Commissioners from among its members.
Attachment
Draft criteria for the selection of members of the International Civil Service Commission
In expansion of article 3 of the statute of the International Civil Service Commission, which sets out Arecognized competence@ as the first criteria for membership, the primary competencies required for effective performance are defined in terms of personal qualities B aptitudes and attitudes B as follows:
Primary characteristics Description
Professional eminence Has knowledge of a range of subjects in the social sciences; draws on fountain of experience gained through high-level service in public, private or academic institutions; is highly respected among peers for analytical and problem-solving skills and judgement
Integrity Has high standards of honesty; professional and private activities are beyond reproach; ensures that no conflict exists or appears to exist between personal and professional interests and responsibilities to the international civil service; actions are congruent with what she/he says; keeps promises and honours commitments
International outlook Is sensitive to diverse cultural patterns, races and religions and to gender; is independent from any government or external interest groups, is widely recognized as always observing fairness and impartiality in treatment of others
Communication ability Effective speaker before groups and in one-on-one situations; listens to the views of others; remains calm and objective even when confronted with conflicting views
Strategic view/visionary Has clear understanding of the objectives, policies and programmes of the United Nations system and of current and emerging global issues that have an impact on or influence the international public service environment; is proactive in seeking and assessing information and gaining new knowledge to deal with the demands of changed conditions; fosters innovation and adapts to change
Article 3 also specifies that candidates should have substantial experience of executive responsibility in public administration or related fields, particularly in personnel management. In applying article 3, the process should involve an assessment of a candidate=s qualifications and experience as a secondary filter. No individual, however, will fit the picture perfectly. Thus, the Amust-haves@ should be separated from the Anice-to-haves@. Moreover, past experience shows that effective members of the Commission have come from a wide range of educational and professional backgrounds. The examples below are indicators of the Asubstantial experience@ mentioned in the Statute.
Types of experience
Managerial or leadership functions with a national civil service, including responsibilities for policy formulation, programme development and direction of several diverse organizational entities
Managerial or leadership functions with an international governmental or non- governmental institution, including responsibilities for policy formulation, programme development and direction of several diverse organizational entities
Executive function in a large private-sector enterprise, including responsibilities for policy formulation, programme development and direction of several diverse organizational entities
Broad experience in a university setting, including a leadership position in a recognized institution of higher learning, preferably having published a number of acknowledged studies
Experience in international remuneration comparisons and/or high-level policy-making positions in a national statistical office
Knowledge
Managerial or leadership experiences should include a knowledge of:
(a) Modern human resources management principles and practices;
(b) Current organizational and management concepts;