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REFORMING UNESCO: PROGRAMMING AND BUDGETING APPROACHES AND PRACTICES

REFORMING UNESCO: PROGRAMMING AND BUDGETING APPROACHES AND PRACTICES. Presentation to ACABQ by Hans d’Orville Director, Bureau of Strategic Planning Paris, 21 June 2002. Scope and phases of UNESCO’s reforms. Structural Reform – restructuring completed Administrative reform – completed

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REFORMING UNESCO: PROGRAMMING AND BUDGETING APPROACHES AND PRACTICES

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  1. REFORMING UNESCO:PROGRAMMING AND BUDGETING APPROACHES AND PRACTICES Presentation to ACABQ by Hans d’OrvilleDirector, Bureau of Strategic Planning Paris, 21 June 2002

  2. Scope and phases of UNESCO’s reforms • Structural Reform – restructuring completed • Administrative reform – completed • Decentralization reform – in progress • Programming reform – in progress • Reform of Human Resources framework – in progress (6. Review of governance- by governing bodies – on-going)

  3. Outline • Introduction and Organization-wide application of results-based programming, budgeting, management and monitoring (RBM) • Concentration and focus • Transparency and accountability • Intersectorality • Decentralization • Partnerships • Programme and Budget 2002-2003 • Extrabudgetary funds • Monitoring and evaluation • New management tools and integration

  4. Introduction and Organization-wide application of 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.

  5. Introduction and Organization-wide application of results-based programming, budgeting, management and monitoring (RBM) cont’d • 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)

  6. II. Concentration and Focus • Medium-Term Strategy (2002-2007) • 12 Strategic Objectives for the entire Organization (3 per major programme) • Two cross-cutting themes • The eradication of poverty, especially extreme poverty • The contribution of information and communicationtechnologies to the development ofeducation, science, culture and the construction of a knowledge society • Programme and Budget (2002-2003) • One principal priority for each of the 5 Major Programmes (ED, SC, SHS, CLT, CI), receiving additional resources above those in preceding budget • 3-4 other priorities for each major programme

  7. III. Transparency and Accountability • Accountability for implementation of each major programme rests with each sector ADG • 6-monthly review of implementation of programme by college of ADGs (collegial approach) focuses on:- use of resources and need for eventual reallocation- attainment of expected results • Accessibilityof SISTER to all Governments and National Commissions • Semi-annual report to Executive Board on implementation of programme (referring to expected results) • Bi-annual report to General Conference (C/3) results –oriented, self-critical, lessons learned

  8. IV. Intersectorality • Two cross-cutting themes in 31 C/4 • The eradication of poverty, especially extreme poverty • The contribution of information and communicationtechnologies to the development ofeducation, science, culture and the construction of a knowledge society • Translated into concrete projects (with participation of a minimum of 3 sectors and/or Field Offices) in 31 C/5 • Allocation of US$ 12million • Competitive process for project selection • Involvement of HQ & Field • Allocation of US$ 1million for projects by young professionals • Team leaders granted authority equivalent to that of Divisional Directors • Overall process lead and monitored by College of ADGs • Other intersectoral projects – e.g. human rights education, scientific and environmental education…

  9. V. Decentralization • New network of Field Offices (cluster, national and regional) – separate by BFC • Regular programme resources (decentralized to Field Office by Main Line of Action of Programme and Budget (through a negotiated process among Field Office Director) • Other decentralization efforts: • From HQ units to Field Offices or to other actors/parties in countries • Scientific programmes • National Commissions • Participation Programme

  10. VI. Partnerships • UNESCO will seek a broad range of partners in the implementation of its programmes • United Nations organizations and programmes • Other international organizations • Civil society actors/NGOs • Private sector • The list of partners and their relative contribution as compared to that of UNESCO will be expressed in a “context map”

  11. VI. Programme and Budget 2002-2003 • Features: • US$ 544million, of which 113 million is for pure programme activities • Zero nominal growth (for third time in a row) • Structure: -Major programme – programme – sub-programme – main line of action • Appropriation is approved at the sub-programme level • Decentralization rates (to Field Offices) between 30 and 67 %

  12. VII. Extra-budgetary resources • UNESCO benefits in its programme activities substantially from extra-budgetary resources; the ration of regular to extra-budgetary resources is about 1:4; • Most extra-budgetary resources are directed to activities by Field Offices; • To avoid the danger of extra-budgetary resources diluting the strategic objectives and the principal/other priorities of the Organization, the Governing Bodies and the Director-General insist that all extra-budgetary resources be fully integrated with, and complementary to/reinforcing regular budget activities; • This is reflected in SISTER, into which all extra-budgetary resources must mandatorily be entered, together with work plans which, in turn, must be related to work plans for regular budget-funded activities • The volume of resources from UNDP has decreased considerably over the past years; UNESCO’s Executive Board expressed concern at this trend.

  13. VII. Extra-budgetary resources

  14. presentation by IOS IX. Monitoring and Evaluation • On-going monitoring: • Sector ADGs • Bureau of Strategic Planning and Bureau of Budget • College of ADGs (every six months) • Director-General • Evaluation (+ Oversight)

  15. presentation by ADM X. New ManagementToolsand Integration • SISTER • FABS • Both are fully integrated and linked; • Complete entries into the SISTER system is a precondition for release of funds through FABS; • Implementation of 31 C/5 is 100% based on the utilisation of both information tools

  16. An element links a result to a responsible officer Programming element Responsible officer R Result R R R R

  17. The course of negotiation ... 0 1 (MP) 2 (P) 3 (SP) 4 (MA) 5 (A) 6 (Activity) General directives Framing Framing Prescribe Request Prescribe Prescribe Request Request Proposed Proposed Proposed Prescribe Request Prescribe Request Proposed Prescribe Request Prescrit Proposed Request Demande Proposed Levels :

  18. … is completed by a validation phase. Hypothesis 2: Validation Hypothesis 1: Invalidation Request for validation Reference status Prescribe Prescribe Request Prescribe Prescrit Request Request Prescribe ? Proposed Prescribe Prescrit Request Demande Proposed Proposed Yes Request Prescribe Prescrit Prescribe Prescribe Request Demande Proposed Request Prescrit Prescrit Prescribe Prescrit Demande Request Request Demande Demande Demande Request Proposed Proposed Proposé Proposed No Levels : 0 1 (MP) 2 (P) 3 (SP) 4 (MA) 5 (A) 6 (Activity) Prescrit Prescribe Demande Request Cadrage Cadrage Proposed Proposé Demande Request Prescribe Prescrit Proposed Proposé Demande Request Prescrit Prescribe Proposed Proposé Request Demande Proposed Proposé

  19. … as a whole this provides a first tool of evaluation. ? ? Complementary funds ? ? ? Regular budget Complementary funds Regular budget Regular budget Overall administration costs Obtained result Obtained result Obtained result Complementary funds Overall administration costs Overall administration costs Overall administration costs Extra-budgetary resources Staff cost Staff cost Staff cost Overall administration costs Overall administration costs Extra-budgetary resources Obtained result Staff cost Extra-budgetary resources Extra-budgetary resources Extra-budgetary funds Expected result Extra-budgetary resources Staff cost Obtained result Regular budget Staff cost Obtained result Regular budget = Real impact = Real impact = … … $ Complementary funds Complementary funds Complementary funds Regular budget = Real impact = … … $ = … … $ = Real impact = Real impact = … … $ = … … $ = … … $ = Real impact

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