Bureau of Strategic Planning Strategic thinking and planning
Bureau of Strategic Planning Strategic thinking and planning Presentation by the Bureau of Strategic Planning (BSP) Prepared by BSP/PMR Leadership and Change Management Programme (LCMP) 24 June 2002
Bureau of Strategic Planning 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. Prepared by BSP/PMR
Bureau of Strategic Planning UNESCO’s strategic planning approach: results-based programming, budgeting, management and monitoring (RBM) The RBM Chain: 1. 2. 3. Prepared by BSP/PMR 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.
Bureau of Strategic Planning UNESCO’s strategic planning approach: results-based programming, budgeting, management and monitoring (RBM) 4. 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) 5. All other programme documents, presented by the Director -General, must henceforth define expected results 6. In context of CEB (ex-ACC) and UNDG activities – specific reference to and alignment with Millennium Development Goals (MDGs) 7. Regular feedback and monitoring of programme implementation by DG and Senior Management (College of ADGs) Prepared by BSP/PMR
Putting theory + policy into practice: Strategic planning steps for UNESCO programme managers Bureau of Strategic Planning - - Prepared by BSP/PMR - 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
Bureau of Strategic Planning Prepared by BSP/PMR Putting theory + policy into practice: Strategic planning steps for UNESCO 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
Bureau of Strategic Planning Prepared by BSP/PMR 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
Bureau of Strategic Planning Prepared by BSP/PMR Strategic planning on ad hoc policy issues - address each issue in the context of 31 C/4 and 31 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
- Slides: 8