This document discusses UNESCO's adoption of results-based management (RBM) as part of UN reforms. It summarizes key milestones in implementing RBM at UNESCO, including training staff and establishing RBM focal points, and influencing policy planning and debates. Charts are presented showing how RBM has changed the presentation of UNESCO's medium-term strategy and program budget documents to focus on expected results, indicators, and benchmarks rather than process. The findings recommend continuing and improving RBM training for member state officials to further institutionalize a results culture across UNESCO programs and activities.
This presentation was made byIgor YAREMENKO, Ministry of Finance, Russian Federation, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
The document discusses the establishment of a Working Group to develop a new methodology for strategic resource allocation at the World Health Organization (WHO). It provides background on the Working Group's objectives and proposals. The Working Group identified four operational segments for resource allocation: 1) technical cooperation at country level; 2) provision of global and regional public goods; 3) administration and management; and 4) emergency response. It proposes criteria for allocating resources to these segments based on factors like country needs, priorities set in WHO's General Programme of Work, and the comparative advantages of each level of the organization. The document outlines a roadmap for further developing and implementing the new methodology.
This document is an assignment for a course on Planning History & Theory from Sarvajanik College of Engineering & Technology in Surat, India. It contains 12 questions on topics related to urban planning frameworks, thinkers, the evolution of planning after the industrial revolution, and definitions of key planning terms. The assignment asks students to explain concepts like the urban planning system in India according to URDPFI guidelines, the works of planners like Ebenezer Howard and Le Corbusier, and the effects of industrialization on urbanization and planning.
PublicationRBM Enhanced Policy Procedures in the UN: UNESCO\'s Casederemi
This document summarizes the impact of Results-Based Management (RBM) on policy planning and reporting within the United Nations, with a focus on UNESCO. RBM has grown as an important management tool to foster strategic planning, program monitoring, and evaluation. While its application has progressed within UNESCO, further steps are needed. Member State involvement in ownership and engagement is critical to achieving reform objectives. The success of RBM depends on inclusiveness, ownership, and all stakeholders understanding the process.
Sustainable Development: On the Dilemma of a Definition - Aus196 Oladele O. A...deremi
This document summarizes a paper that examines the definition of sustainable development. It begins by providing context on the origins of the term in the 1987 Brundtland Commission report. The paper then discusses how Herman Daly criticized the definition as vague in 1996. It explores how the term has since been applied broadly to many areas. The document analyzes the pros and cons of the existing definition, and suggests the need to reexamine the definition to focus on its goals in today's context. It aims to open debate on a potential new consensus definition of sustainable development.
A territorial approach to food securityOECDregions
Presentation on the OECD-FAO-UNCDF joint initiative on Food Security made at the Global Donor Platform Annual General Assembly (AGA), on 1-2 February 2017, by Stefano Marta, Rural Policy, Regional Development Policy Division, OECD.
More information at: http://www.oecd.org/cfe/regional-policy/
This presentation was made byIgor YAREMENKO, Ministry of Finance, Russian Federation, at the 15th Annual Meeting of OECD-CESEE Senior Budget Officials held in Minsk, Belarus, on 4-5 July 2019
The document discusses the establishment of a Working Group to develop a new methodology for strategic resource allocation at the World Health Organization (WHO). It provides background on the Working Group's objectives and proposals. The Working Group identified four operational segments for resource allocation: 1) technical cooperation at country level; 2) provision of global and regional public goods; 3) administration and management; and 4) emergency response. It proposes criteria for allocating resources to these segments based on factors like country needs, priorities set in WHO's General Programme of Work, and the comparative advantages of each level of the organization. The document outlines a roadmap for further developing and implementing the new methodology.
This document is an assignment for a course on Planning History & Theory from Sarvajanik College of Engineering & Technology in Surat, India. It contains 12 questions on topics related to urban planning frameworks, thinkers, the evolution of planning after the industrial revolution, and definitions of key planning terms. The assignment asks students to explain concepts like the urban planning system in India according to URDPFI guidelines, the works of planners like Ebenezer Howard and Le Corbusier, and the effects of industrialization on urbanization and planning.
PublicationRBM Enhanced Policy Procedures in the UN: UNESCO\'s Casederemi
This document summarizes the impact of Results-Based Management (RBM) on policy planning and reporting within the United Nations, with a focus on UNESCO. RBM has grown as an important management tool to foster strategic planning, program monitoring, and evaluation. While its application has progressed within UNESCO, further steps are needed. Member State involvement in ownership and engagement is critical to achieving reform objectives. The success of RBM depends on inclusiveness, ownership, and all stakeholders understanding the process.
Sustainable Development: On the Dilemma of a Definition - Aus196 Oladele O. A...deremi
This document summarizes a paper that examines the definition of sustainable development. It begins by providing context on the origins of the term in the 1987 Brundtland Commission report. The paper then discusses how Herman Daly criticized the definition as vague in 1996. It explores how the term has since been applied broadly to many areas. The document analyzes the pros and cons of the existing definition, and suggests the need to reexamine the definition to focus on its goals in today's context. It aims to open debate on a potential new consensus definition of sustainable development.
A territorial approach to food securityOECDregions
Presentation on the OECD-FAO-UNCDF joint initiative on Food Security made at the Global Donor Platform Annual General Assembly (AGA), on 1-2 February 2017, by Stefano Marta, Rural Policy, Regional Development Policy Division, OECD.
More information at: http://www.oecd.org/cfe/regional-policy/
Current Status of National Adaptation Plan Process in CambodiaNAP Global Network
Presentation by Dr. HENG Chan Thoeun, Deputy Director of Climate Change Department, General Secretariat of the National Council For Sustainable Development.
This presentation took place at at our Targeted Topics Forum (TTF) on the theme of “High-Level Political Support and Sectoral Integration of Adaptation” in Phnom Penh, Cambodia, from September 21-23, 2016.
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Climate change adaptation should be integrated into the full planning and budgeting cycles, at national and subnational levels
· Integration maximizes use of existing systems
· Institutional arrangements and capacity development are important aspects of risk informed planning, budgeting and monitoring systems and processes
· A range of tools and approaches are available for integrating adaptation
· Important to pick the right tools that can be used in a sustainable way
· Embedding adaptation into budget systems enables moving towards multi-year budget plans that can generate more sustained and predictable resources to implement medium- to long-term adaptation strategies
· The National Adaptation Plan process is on the opportunities for countries to strengthen risk management
Integrating climate change risks into planning and budgetingExternalEvents
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The document outlines 6 proposed roadmaps for mainstreaming climate change adaptation in Tajikistan. Each roadmap includes a baseline of the current situation, milestones to work towards, and a target outcome. The roadmaps focus on areas like improving data collection and reporting on climate programs, developing a national adaptation plan, integrating adaptation into policies and planning, raising public awareness, strengthening climate education, and building capacity for adaptation work across government agencies and communities.
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Development Project, Participatory Integrated Watershed Management Project and Rural
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2014.11.28 - NAEC Group Meeting_Lamia Kamal-ChaouiOECD_NAEC
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The document provides an overview and summary of MEASURE Evaluation's 2009 portfolio review and transition to Phase III. It discusses key accomplishments in strengthening monitoring and evaluation (M&E) and health information systems (HIS) globally and in specific regions. It also outlines opportunities under the new US Global Health Initiative to further evaluate M&E, HIS, and health systems strengthening.
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The document discusses follow up and review of the 2030 Agenda for Sustainable Development. It provides an overview of the 2030 Agenda and outlines the mandate, functions, and challenges of follow up and review based on the three-tiered architecture at the national, regional, and global levels. Specifically, it notes ESCAP's mandate to promote integration of the sustainable development dimensions, support regional roadmaps and implementation, and provide capacity building. ESCAP aims to support members states through convening forums, analytical work, partnerships, and capacity development aligned with achieving the Sustainable Development Goals.
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This document provides an overview of Results Based Management (RBM) and how it has been implemented at UNU-INWEH, the United Nations University's think tank on water issues. It describes the basic principles of RBM, including focusing on development results and emphasizing achievement of objectives. It also outlines the potential pitfalls to avoid when implementing RBM. Additionally, it details how UNU-INWEH has operationalized RBM through developing indicators to measure progress at both the project and institutional levels, and using evaluations to identify lessons learned and make strategic adjustments.
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Similar to Rbm Enhanced Policy Procedures In Unesco (20)
1. RBM-ENHANCED POLICY
PROCEDURES IN UNESCO:
Reflections on a UN Management Reform Strategy
Presented by:
OLADELE Aderemi, PhD
Ecole des Hautes Etudes Internationales,
Permanent Delegation of Nigeria to UNESCO, Paris - France
________________
International Journal of Arts and Sciences (IJAS)
Conference for Academic Disciplines,
Harvard University, Boston, MA, USA
31 May, 2010
2. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
INTRODUCTION
UNESCO
United Nations (UN) Educational Scientific and Cultural Organization;
A UN Specialized Agency on policy making, technical cooperation and assistance to
countries in Education Science, Culture, Communication and Information
THE UN REFORM
Demand for reform was mainly based on perceived lack of the organization’s impact in its
Member States in the late 90s;
Reform must review administrative, Management and Policy Procedures as well as methods
of programme implementation in countries
RESUTS-BASED MANAGEMENT (RBM)
RBM is as a management strategy focusing on performance and on achievement from
outputs to outcomes and impacts;
From 1960s to 1970s, the private sector had used RBM to enhance management by
objectives. It was adopted in the process of public sector reform in OECD countries between
1980s and 1990s in response to budget deficits, lack of public confidence in government
and demands for greater transparency and accountability
3. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
RBM AND UN REFORM
IMPROVING MANAGEMENT AND POLICY PLANNING AT
HEADQUARTERS MEANING:
Planning and policies to consider final impact of activities at local levels;
Management to be result focused with new criteria for measuring
achievements against impacts
ENFORCING DECENTRALIZATION POLICY
More focus on field activities as since programmes are meant to be
implemented there;
Effective programming means more experts concentrated in the fields
RBM IS TO:
Streamline planning, policy and activities to entrench results at HQ;
Continually create effective background for measuring results at HQ and
fields to solidify decentralization
4. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
MILESTONE - 1: RBM TRAINING AND
FOCAL POINTS
RBM TRAINING DELIVERED TO UNECO STAFF AT HQ AND FIELD
OFFICES BETWEEN 2003 – 2006 BY THE BUREAU OF STRATEGIC
PLANNING
RBM FOCAL POINTS WERE ESTABLISHED IN DIFFERENT SECTORS –
THE ARE PRESENTLY 190 FOCAL POINTS IN OFFICES WORLD WIDE
FROM 2005 TO 2007 TRAINING EXPANDED TO COMMON COUNTRY
PROGRAMMING EXERCISE
FROM 2005 TO 2007 TRAINING EXPANDED TO COMMON COUNTRY
PROGRAMMING EXCERCISE
FROM 2008 TRAINING INCLUDED PERMANENT DELAGATIONS OF
MEMBER STATES AT HEADQUARTERS AND FUNCTIONARIES AT
COUNTRIES’ NATIONAL COMMISSIONS FOR UNESCO – BASED AT HOME
5. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
MILESTONE- 2: RBM INFLUECING
POLICY PLANNING AND DEBATE
TWO MAJOR POLICY DOCUMENTS – THE MEDIUM TERM STRATEGY
(C/4) AND DRAFT PROGRAMME AND BUDGET (C/5)
THE C/4 IS A SIX YEAR STRATEGIC PLAN
C/4 IS BROKEN DOWN TO DETAILED 3 C/5s TO COVER PROGRAMMING AND
BUDGET FOR 3 BIENNIUM
Chart I: linkage of the C/4 and the C/5
Source: UNESCO Bureau of Strategic Planning, the New Vision for 34 C/4 and the 34 C/5, p 10
6. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
MILESTONE- 2: RBM INFLUECING POLICY
PLANNING AND DEBATE
RBM CHANGES THE METHOD BY WHICH
THE C/4 AND C/5 ARE PRESENTED
THE C/4 BECOMES PRAGMATIC PRESENTING ACTION PLAN
SUMMARY
C/5s NOW UNDERSCORE :
Main Lines of Action (MLAs);
Expected Results;
Performance Indicators; and
Benchmarks
C/5 SHIFTS FOCUS OF POLICY DEBATES FROM
Emphasis on rhetoric;
Budget-based discourse; and
Privileging process over results
7. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
Chart I: Summary of the Medium Term Strategy (34 C/4),
2008-2013 - Chart 1
Source: UNESCO 34 C/4 p 38
8. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
Chart III: demonstrates the sequence of downward delivery and
intended cohesion of the C/4 and C/5
up to country level activities. Medium Term Strategy (34/ C/4) – Chart 2
Source: UNESCO 34 C/4, p 39
9. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
Chart IV: Main Line of Action 3 on Sectoral Priority 2 of
UNESCO Major Programme III –
Social and Human Sciences as cited in 35 C/ 5 document
Source: UNESCO 35 C/ 5, p 129
10. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
Chart V : Budget of Major Programme III – Social and
Human Sciences in the 35 C/5
Source: UNESCO 35 C/ 5, p 112
11. RBM-ENHANCED POLICY PROCEDURES IN UNESCO
FINDINGS/RECOMMENDATION/
CONCLUSION
UNESCO has achieved progress in institutionalizing the RBM culture. It is
suggested that this action must continue with improved intensity;
One of the positive effects of RBM institutionalization is the improvement on the
presentation of the two major planning and policy documents in UNESCO, the
Medium Term Strategy (C/4) and the Programme and Budget document (C/5). The
impact of this in the short run, although limited, is already being felt in the
atmosphere and result-orientation of policy discussions. The medium and long
term effect is foreseen as a lead to final breakthrough in the UN reform agenda;
Training and capacity building on RBM of Member States’ management
functionaries will harmonize action and create a synergy of increased overall
impact of the RBM when combined with progress already made on the
presentation of the C/4 and C/5. The rationale is such that it will help build
advisory knowledge bank for officers charged with preparing policy briefs for
representatives to the Governing Bodies and increase knowledge of management-
for-results in Member States’ officials on field work for effective programme
implementation and monitoring at country levels;
For the latter to have full effect, this training, already being given to National
Commissions and Permanent Delegations, should deliberately be extended to
main Ministries and Government Agencies in Member States working in the fields
of UNESCO’s competence, and, as with the Secretariat, UNESCO could persuade
Governments to initiate RBM focal points in these Ministries and Agencies.