1. DPI
Town Hall Meeting
Welcome all participants and state personal commitment to this initiative and your wish to place the results of the survey in the context of the realities of the Department.
The Secretary-General asked all Department Heads to meet with staff to discuss the survey findings and what they mean in terms of their specific Department.
The Secretary-General has indicated that the outcome of this meeting with you today, and others that will be held, is part of the process which will lead to an action plan for the UN.
By the way, the intention is not to go over the detailed survey results as staff already have access to the report in its entirety, which were circulated as a system-wide BROADCAST.
Essentially, we will cover the findings for the Secretariat as a whole as well as for DPI. Finally, we will attempt to reassure you about the action we are taking as an Organization in following-up on the OII Survey and how you can have direct channels through which to take action as a Department as well as individually.

2. Organizational Integrity Initiative
Town Hall Meeting
Welcome all participants and state personal commitment to this initiative and your wish to place the results of the survey in the context of the realities of the Department.
The Secretary-General asked all Department Heads to meet with staff to discuss the survey findings and what they mean in terms of their specific Department.
The Secretary-General has indicated that the outcome of this meeting with you today, and others that will be held, is part of the process which will lead to an action plan for the UN.
By the way, the intention is not to go over the detailed survey results as staff already have access to the report in its entirety, which were circulated as a system-wide BROADCAST.
Essentially, we will cover the findings for the Secretariat as a whole as well as for DPI. Finally, we will attempt to reassure you about the action we are taking as an Organization in following-up on the OII Survey and how you can have direct channels through which to take action as a Department as well as individually.

3. RESPONSE RATE Number of UN staff surveyed: 18,015
Total UN respondents: 6,086
UN response rate = 33%
The Integrity Survey received relatively high response rates given that rates higher than 30% generally indicate a successful response rate.
[Shashi, FYI: According to Deloitte, there were 271 respondents from DPI.

4. Purpose Share with you the results of the Integrity Perception Survey
Solicit your reactions, concerns and suggestions regarding the findings
hub created:
I hope that you’ve already used the suggestion box made available, which the Executive Office circulated within the Department.
Later on, your comments and suggestions can be forwarded to the hub:
[Shashi: read out loud, please, “DPI dash integrity at UN dot org”]

5. Where we started:
UN took the lead in framing the convention against Fraud and Corruption in 2003
SG expressed desire that UN model high standards of ethical conduct
SG requested OIOS to launch the Organizational Integrity Initiative as one component of reform
Survey of staff perceptions commissioned as part of this initiative
The UN’s leadership in framing this Convention reminded us all of the need for the Organization itself to uphold the highest standards of ethical conduct and integrity. This prompted the 2003 launch by OIOS of the Organisational Integrity Initiative, as a component of the UN reform process begun by the Secretary-General. The survey is part of the initiative.
Measuring perceptions is a delicate task particularly given the multicultural nature of our Organization and the widely varying interpretations which people attach to a complex and newly defined concept such as organizational integrity.
Sometimes perceptions are an accurate reflection of the real situation. However, they can also be generated by incomplete or incorrect information.
Whether they are real or not it is very important that perceptions be addressed and that action be taken to improve the situation and to change the perception where this is necessary.

6. Objectives of the Survey
Measure attitudes and perceptions about integrity among UN Staff
Use results to help implement the Organizational Integrity Initiative effectively
Use results to design improvement strategies for the Organization and for further staff development
Development of survey included working with focus groups from HQ & Offices away from HQ; Interviews; Draft questionnaires; Pilot surveys.

7. What are some indicators of Organizational Integrity?
Demonstrating UN values in daily activity
Acting without consideration of personal gain
Resisting undue political pressure in decision-making
Not abusing power or authority
Standing by decisions in the Organization’s interest, even if they are not popular
Taking prompt action in cases of unprofessional or unethical behavior
These are the behavioral indicators associated with the UN’s core value of “integrity.”
Along with professionalism and respect for diversity, “integrity” is one of the UN’s three core values
Official UN definition of “integrity” = “The concept of integrity enshrined in the Charter of the United Nations embraces all aspects of behaviour of an international civil servant, including such qualities as honesty, truthfulness, impartiality and incorruptibility. These qualities are as basic as those of competence and efficiency, also enshrined in the Charter.”

8. Organizational Integrity Indices: Overall UN scores
How do we see ourselves?
Survey produced three indices factoring into overall organizational integrity:
The red bar displays the perception of integrity
That is to say, whether the respondent sensed that they agreed with the statement: “The ethical practices of the UN compare favorably to other organizations for which I have worked.”
The yellow bar refers to job satisfaction
A sign of whether jobs comprise perks, promotion opportunities, the process for advancement, and the degree of professional autonomy.
The green bar captures trust
Gauged by agreeing with the assertions: “trustworthiness is practiced at work” or “people trust one another at the UN.”
As you can see from this graph, we perceive ourselves as being quite satisfied with our jobs generally, but feel that as an organization we do not perform as well in the areas of integrity and trust.
These results are good benchmarks against which to measure ourselves in the future.

9. Overall Findings Most staff
Express a high level of satisfaction from employment in the UN
Believe they know what is expected from them in terms of behaving with integrity
Believe that existing policies, practices and guidelines help define ethical behavior and professional conduct
Do not believe there is wide scale corruption in the UN
[Shashi: please emphasize first and last points.]
Few thought there is widespread fraud or financial corruption; most know what is expected of them (integrity, ethical behaviour); policies, practices and guidelines are widely accessible and used.

10. Overall Findings However, many staff also:
Believe we do take not enough action to investigate instances of unethical behavior
Fear reprisal or retaliation from management for reporting perceived breaches of ethics
Believe that management applies the disciplinary process unevenly and outcomes are little known
Believe that their immediate supervisor demonstrates integrity, but the view of senior leaders is less positive
On this last point about supervisors, DPI staff responded in line with findings for the UN on the whole:
half of DPI staff respondents feels that their immediate supervisor demonstrates integrity, but only a quarter of them says the same about senior management.
[Shashi: at this point, ask staff to raise comments or citation of examples at end.]

11. Overall Findings Some staff believe that:
Management does not take integrity and ethical behavior sufficiently into account in selection, promotion and assessment processes
There is not enough dialogue on ethical concerns in the Organization
I would like to point out that core values and core competencies -- communication, accountability and teamwork -- have been included in interview processes for new candidates and for promotion, as well as into the Performance Appraisal System and the training of managers at all levels.
The survey shows that staff are concerned about the lack of dialogue on ethics between staff members and their supervisors.
I encourage both managers and staff at all levels to seize the opportunity to raise these issues in the PAS as you have indicated that it is not being fully utilized.

12. Organizational Integrity Indices: DPI scores compared to UN’s
DPI’s results were consistent with the overall findings for the UN.
These results will be made available to all staff.

13. Four Key Priority Areas
Tone at the Top
Staff accountability
Supervisory commitment
Ethnocentrism
The survey identified these 4 key areas for immediate attention. This does not mean that the results in these areas were all negative. In fact, the results for supervisory commitment were positive.
The ratings show that staff think their immediate supervisors demonstrate a high level of integrity. Nevertheless supervisory commitment is an area to focus on in our follow-up work because it has such a strong impact on how ethical the Organization is perceived to be.
So what do these phrases mean? [Go to next slide]

14. What are we doing? # 1: Tone at the Top
Concern:
Perception of senior leaders
What we are doing:
SG has urged senior managers to make greater efforts to maintain open and frank communication with staff
Communication with staff to be element in Department Head’s annual compact with the Secretary-General
Tone at the Top defined: “the extent to which senior leaders are positive role models and place ethics ahead of their personal interests.”
While perception and reality are not always the same, how staff perceive their mangers is critical for effective leadership.
The Secretary-General has outlined a number of steps that he and senior managers will be taking in order to improve this perception of leadership:
An orientation programme for senior leaders, including newcomers to the UN System, so that they will be clear about their responsibilities and what is expected of them
Greater emphasis will be placed on communication with staff
Survey follow-up
In DPI, I intend to continue holding regular Town Hall meetings as well as regular senior staff meetings throughout the year. In addition, I will start meeting in the Fall with smaller groups of staff at all levels in the Department. I look forward to the opportunity to hear directly from you about your work and your concerns.

15. What are we doing? #1: Tone at the Top (cont’d)
Development and realization of action plan on integrity to consider issues raised by survey including:
Prompt and decisive action on breaches of integrity
Adequate disciplinary measures for those violating ethical standards
Communication of results, as appropriate
The Secretary-General will develop an action plan to address how ethical misconduct is reported and investigated, and how to ensure that staff feel secure in reporting such problems.

16. What are we doing? # 2: Staff Accountability
Concern:
Fear of reprisals against staff that report violations
What we have:
Office of Internal Oversight – confidential
Office of the Ombudsman – confidential
Next steps:
Better information to staff on avenues of assistance
Staff accountability defined: “practices that help staff be accountable for their own ethical behavior and the behavior of others.”
While staff clearly understand the rules of the Organization, they find the way the rules are applied to be less satisfactory.
Staff also expressed a low level of trust and are generally insecure about the consequences of whistle–blowing or reporting misconduct. Clearly, we must do more to enhance overall transparency in these processes.
There are several confidential means available to staff for reporting their concerns through OIOS or the Office of the Ombudsman, which affords informal channels for mediation and the resolution of issues.
We will be looking into ways of ensuring that both of these mechanisms are better known and accessible to staff at large.
We will also be looking into ways of protecting those who report infractions.
And the Ombudsman will be making a presentation immediately afterwards.

17. What are we doing? #2: Staff Accountability (cont’d)
Concern:
Belief that integrity is not adequately recognized in selection, promotion and assessment processes
What we are doing:
Core values and core competencies included in staff selection process
Core values including integrity assessed in PAS
Component on Integrity included in training on procurement, finance, HR management, senior management programmes and others
Another strong perception identified in the survey is that integrity and ethical behaviour are not taken sufficiently into account in selection, promotion and assessment processes.
I mentioned earlier that the core values and core competencies have been integrated into the appointment and promotion process and in the PAS system. In this regard, I have agreed to the suggestion of the focal point for women in DPI to enhance her advisory role in the appointment and promotion process.
[Shashi, FYI: On the last point re. training, DPI staff showed less support for training to improve integrity (25%) compared to the UN overall (33%).]

18. What more do we need? #3: Supervisory Commitment
UN Supervisory Commitment factor rated high but…
We can do more:
Improve level of comfort for staff to freely discuss these issues with their supervisors
Model the behavior we expect from staff
Supervisory commitment defined: “the extent to which supervisors create an environment to encourage ethical behaviour, as well as behaving ethically themselves.”
Supervisory Commitment proved to be a critical factor in staff perception of integrity. Overall, supervisors scored very well. However given its importance, this is an area which can always be improved upon.

19. What are we doing? #4: Ethnocentrism
Concern:
Political pressures
Perception of cultural favoritism
What we are doing:
Need to examine perceptions vs. facts
Need for greater transparency
Diversity training
Ethnocentrism defined: “the extent to which ethical practices of the UN are guided by the values of local culture/duty station instead of by overall UN values and policies.”
Although it is important, cultural favoritism is somewhat less of an issue for DPI staff (49%) than for the UN overall (58%). This is reinforced by a clear majority that thinks that we practice tolerance in our work (53% DPI vs. 47% UN overall).
Overall in the UN, the impression is that professional behaviour and decisions are often influenced by external considerations.

20. Follow-up to this Survey
Creation by SG of group of senior managers, chaired by Deputy Secretary General to guide the follow-up process
Senior managers will be supported by consultative group consisting of a wide cross section of staff
Departments to nominate two representatives
The consultative group will be composed of one professional and one general staff member from each department
The role/responsibilities of the members of the consultative group will be:
To comment on any proposals for action put forward by the group of senior managers convened by the DSG
To maintain contact with staff and management within their own departments to identify issues relating to the Integrity Survey and make sure that they are discussed and followed-up on as appropriate
To bring to the attention of the group of senior managers any best practices or positive action taken within their departments in follow-up to the survey.
While I’ve asked the Executive Office to discuss how best to handle nominations with our staff representatives, I would encourage them [reps] to take the lead in this matter.

21. DELOITTE & TOUCHE CATEGORIZATION OF OPEN-ENDED COMMENTS
OPEN-ENDED QUESTION
DELOITTE & TOUCHE CATEGORIZATION OF OPEN-ENDED COMMENTS
SUB-CATEGORIES C A T E G O R I S
1. Improve the management system
Make the recruitment/selection system more objective and fair
Leverage
PAS system to assess integrity as part of HR evaluation; make PAS a widely & fairly used tool
Assess performance fairly & transparently, and link it to career plans
Manage career on a merit base
Develop management training
2. Supervisors & managers should be more supervised
3. Accountability should be developed within the Organization
Establish accountability as a value in the organization
Reinforce independent control and punish, if necessary
Rapidly punish unethical behavior
4. Senior leaders commitment to integrity should be more clearly stated and monitored
5. Regulations
Simplify rules, train to regulations
Most of your comments and suggestions fit under five general categories, which are listed in the left column.

22. PERCENTAGE OF COMMENTS BY CATEGORY
OPEN-ENDED QUESTION
PERCENTAGE OF COMMENTS BY CATEGORY
(101 DPI RESPONDENTS)
18% of comments from DPI were categorized as “Other”
Some comments included:
1. Fire all senior administrators.
2. There’s a lot of ‘dead wood’ in the UN organization right now, and the ‘political appointees’ are veritably ‘pink elephants in the room’.
3. Great ideas on the table. We need implementation.

23. Contact For further comments and inquiries DPI e-mail hub:
I would like to remind you about the hub that was created in order to address all integrity related questions or comments, but should you prefer to contact me directly, please do not hesitate to do so.