1 / 11

Transforming ILO with Results-Based Management

Learn how the ILO embraced Results-Based Management to enhance accountability, collaboration, and focus, shifting from input-driven approaches to outcome-oriented strategies.

keitht
Download Presentation

Transforming ILO with Results-Based Management

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Results-based Managementin the ILO • Joe Thurman • Director • Bureau of Programming and Management • October 2009

  2. About the ILO • Created in 1919; became the first UN specialized agency in 1946 • Budget: some $500 million per year • About 2700 staff; 40% in Geneva • Tripartite governance (governments, employers, workers) • A standards-based organization with development activities

  3. The ILO starting point • An older, inward-looking, mandate-based organization • Not ready for competition from others • Internally fragmented • Bureaucratic and inefficient • Focussed on inputs and activities

  4. The RBM process TO: • Accountability for results • Collaboration • Focus • Rigorous measurement • Flexible, innovative management FROM: • Accountability for inputs and activities • Internal competition • Shopping lists • Weak measurement • Bureaucratic, control-oriented management

  5. I I I I Activities Activities Activities Activities O O O O Inputs, activities, outputs, results ILO units and offices Country Unit A Input Output Outcome Impact Field Office X

  6. The ILO programming cycle • Medium-term plan (SPF) for consensus on priorities • Strategic P&B, mainly about expected results and measurement • Detailed Implementation Report about results, contributions and lessons • Independent evaluation for in-depth lessons

  7. ILO tools • Country programming • Local priorities (ownership) • Partnerships • Outcome-based Workplans • Transparency • Collaboration • Results-based resource allocation

  8. ILO results-based programming cycle SPF (6 years) Mid-term results, stable strategic framework, capacities to achieve results Outcome strategies, targets & indicators, resources for the biennium Country Programme (3-5 yrs) Programme & Budget (2 yrs) Country Outcomes (2 year milestones) Constructed on Country Outcomes and Global Products, drives integrated resource framework Outcome-based work-plans (2 yrs) Implementation Report (2 years) Progress towards outcomes, results &lessons learned

  9. Core lessons • Each organization is different (sometimes each part of an organization is different) • Progress requires time for culture change • Governance must buy in and trust • Management must lead • Resource allocations and management careers must reward results

  10. Lessons about techniques • Training is essential for both staff and constituents • Progress requires a consistent message. A roadmap helps • Measurement of results requires serious efforts • Supporting (IT) systems need to be user-friendly and flexible

  11. Thank you for your attention

More Related