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Strategic thinking and planning

Strategic thinking and planning. Presentation by the Bureau of Strategic Planning (BSP) Leadership and Change Management Programme (LCMP) 24 June 2002. What is strategic planning?.

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Strategic thinking and planning

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  1. Strategic thinking and planning Presentation by the Bureau of Strategic Planning (BSP) Leadership and Change Management Programme (LCMP) 24 June 2002

  2. What is strategic planning? • Strategic planning (SP) is necessary to identify UNESCO’s objectives/priorities and the means by which they shall be achieved. • SP is a tool to help do a better job, focus talents and energies, assess and adjust direction in light of performance and a changing environment. • Being strategic is to be clear about objectives, resources and expected results and combining these in response to the wider political context in the short- and medium term. • Choices must be made.

  3. UNESCO’s strategic planning approach: results-based programming, budgeting, management and monitoring (RBM) The RBM Chain: • The six-year Medium-Term Strategy, 2002-2007(31 C/4) , approved by the General Conference, defines for 12 strategic objectives and two cross-cutting themes specific expected outcomes • The two-year Programme and Budget, 2002-2003(31 C/5), approved by the General Conference , specifies for each sector one principal priority and three to four other priorities together( with expected results • The annual work plans, approved by the Director-General, translate the 31 C/5 into concrete activities and actions, for each of which expected results and outputs are formulated.

  4. UNESCO’s strategic planning approach: results-based programming, budgeting, management and monitoring (RBM) • Work plans are placed on-line, utilising the electronic management tool: the management-tool System of Information on Strategies, Tasks and the Evaluation of Results (SISTER) • All other programme documents, presented by the Director-General, must henceforth define expected results • In context of CEB (ex-ACC) and UNDG activities – specific reference to and alignment with Millennium Development Goals (MDGs) • Regular feedback and monitoring of programme implementation by DG and Senior Management (College of ADGs)

  5. Putting theory + policy into practice:Strategic planning steps forUNESCO programme managers • Formulation of time-bound objectives of an programme, activity or action (including identification of comparative advantages of UNESCO) • Establish clear relationship to strategic (sub)objectives in 31 C/4 and principal (or other) priorities of 31 C/5 • Clarify relationship to cross-cutting themes and mainstreaming issues • Explore potential for intersectoriality • Formulation of a strategy to attain objectives • Specification of resources and inputs required (in terms of staff, external advice and funds)

  6. Putting theory + policy into practice:Strategic planning steps forUNESCO programme managers • Specifiy extent of desirable extrabudgetary support • Formulation of expected results, together with indicators (especially where results are of a qualitative nature) • Specify relationship of programme/activity to Millennium Development Goals • Define potential/need for interagency cooperation in context of CEB (ex-ACC) • Develop a context map of partners, setting out clearly the respective contributions of UNESCO and a particular partner • Envisage evaluation arrangements and process

  7. Monitoring and reporting requirements - SISTER workplans, constant updating • EX 4 (covering 6 months on a cumulative basis)– with explicit references to results of 31 C/5 • C/3 (covering an entire biennium) – with explicit references to results of 31 C/5, lessons learned and other conclusions and recommendations • Every 6 months, review of implementation by College of ADGs (plus sectoral arrangements for ongoing monitoring and review)

  8. Strategic planning on ad hoc policy issues - address each issue in the context of 31 C/4 and31 C/5 • Formulate clear strategic objectives and/or interests for a particular activity • Define the strategy to be pursued • Formulate clear and measurable expected results • Identify range of partners and their respective roles

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