열린장관실

Opening Comments at UNA/USA

 

- 26 September 2006, New York -

 

 

Thank you, President Luers, for the kind introduction and the invitation to come and speak with the distinguished members of the UNA-USA.

 

The United Nations has its most thoughtful advocates and affectionate critics in the UNA-USA.

As a candidate wishing to become the next Secretary-General of the global organization, I am eager to learn from our exchange of views today.

 

As an opening, I would like to offer some general observations about the UN.

I hope they serve to trigger enlightened comments and questions from the experts here.  

 

 

[UN's core mission in the 21st century]

 

The UN's core mission in the 20th century was to prevent and resolve inter-state conflict.  

In the 21st century, it will be to strengthen states and to preserve the inter-state system in the face of new challenges.  

 

Peacekeeping and building, fight poverty and pandemics such as HIV/AIDS, humanitarian and development assistance, human rights advocacy and monitoring, promoting gender equality, support for democracy and good governance, stemming environmental degradation and dealing with climate change --

 

in all of these works of the UN, the end result is strong and capable, democratic and open states helping each other and working together for greater peace and prosperity.    

 

The world also faces new, urgent security threats in terrorism, WMD proliferation, and non-state actors intent on undermining the int'l order.

 

No nation, however resourceful or strong, can face these challenges alone.  

The world needs the UN now more than ever before.   

 

[UN's strength and limitation: need for reform]

 

The strength of the UN in meeting these challenges lies in the broadness of its agendas, programs and ambitions.  

This allows the UN to address many factors that weaken states, such as intrastate and transnational violence, persistent poverty, injustice, inequality, corruption, weak governance and lack of democratic legitimacy.  

 

However, the broadness has also been the UN's limitation.

The combination of seemingly open-ended agenda and universal membership has resulted in an inability to set priorities and make choice.

 

Too often, the UN tries to be all things to all people.  

It produces grand strategies but lacks the means to implement them.

When promises are not met, the credibility of the organization is damaged.  

 

The UN needs to talk less and deliver more.  

And to deliver more and better, the UN needs to change through on-going reform.

 

The current reform drive has produced two new bodies.  

The Peacebuilding Commission (PBC) and the Human Rights Council (HRC) are aimed at addressing two of the most critical dimensions of our defense of the international order.  

Much of the credibility of the UN rides on the success of these new inter-governmental bodies.  

 

If they fail, Member States will have no other to blame but themselves.  

We must cooperate, compromise and make sacrifice for their success.  

 

Secretariat management reform must also continue.  

Changing the culture of the Secretariat is an intangible and yet the most critical aspect of the reform.

 

It will take time.  

 

Greater transparency and accountability through strengthened oversight, reduced redundancy and greater coherence in work, leading to higher staff moral and greater sense of ownership and responsibility on the part of all stakeholders ....

this will all add up to change the culture in management.    

 

 

[UN's next era]

 

In sum, the next era for the UN should be a time of implementation and consolidation.

 

It needs to deliver on the promises already made with concerted action, while taking on new challenges that only a global body can effectively address, such as terrorism and the spread of democracy.  

 

The MDGs are crucial in this regard.  

We need to be able to say "mission accomplished" when the target year of 2015 comes around.

 

 

In the area of human rights as well, the UN's role in assisting and monitoring states for a more faithful implementation of the existing treaties should be the overall direction, in the work of the inter-governmental policy-setting body, that is the HRC, as well as the lead agency, OHCHR.

 

 

[Next SG's leadership]

 

The role of the SG has evolved over the past six decades.  

The last two SGs have been more outspoken than their predecessors and have enjoyed a higher public profile.  

The reason is partly their personalities and preferences, and partly the tenor of the post-Cold War times that placed heightened expectations on the global body.  

The next SG will bring his/her own style and preferences to the job.

 

Were I to succeed them, my priorities will be:

rebuilding trust among Member States and all stakeholders and restoring confidence in the system;

 

on-going reform of Secretariat management;

greater coordination and coherence in the work of the UN.

 

The reform debate over the past few years have revealed deep-seated divisiveness and mistrust among Member States.

The biggest challenge facing the next SG will be overcoming the divide, and mustering the energies of all Member States toward shared goals.

He/she must come to the job, fully ready to engage Member States, large and small, in early of early, constructive outcomes to the pending reform issues.

 

As a life-long diplomat, I am a harmonizer, problem-solver, and bridge-builder.

 

But I am also a doer.  

I get things done.

Those who have worked with me will attest to that.  

And I like to lead by example.

These qualities, I believe, will serve the next SG very well.  

 

 

[Conclusion]

 

I am grateful for the encouraging outcome of the 2nd straw poll in the Security Council last week.

 

I believe it reflects the confidence placed in me and my message as a candidate by the members of the Security Council.

 

I await the final decision with humility.  

Meanwhile, I hope to enrich my thinking through the exchange of views today.  

Thank you.  /end/