1. Prepared by BSP/PMR Bureau of Strategic Planning REFORMING UNESCO: PROGRAMMING AND BUDGETING APPROACHES AND PRACTICES Presentation to ACABQ by Hans d’Orville Director, Bureau of Strategic Planning Paris, 21 June 2002

2. Prepared by BSP/PMR Bureau of Strategic Planning Scope and phases of UNESCO’s reforms 1.Structural Reform – restructuring completed 2.Administrative reform – completed 3.Decentralization reform – in progress 4.Programming reform – in progress 5.Reform of Human Resources framework – in progress (6. Review of governance- by governing bodies – on-going)

3. Prepared by BSP/PMR Bureau of Strategic Planning Outline I.Introduction and Organization-wide application of results-based programming, budgeting, management and monitoring (RBM) II.Concentration and focus III.Transparency and accountability IV.Intersectorality V.Decentralization VI.Partnerships VII.Programme and Budget 2002-2003 VIII.Extrabudgetary funds IX.Monitoring and evaluation X.New management tools and integration

4. Prepared by BSP/PMR Bureau of Strategic Planning I. Introduction and Organization-wide application of results-based programming, budgeting, management and monitoring (RBM) The RBM Chain: 1.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 2.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 3.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. Prepared by BSP/PMR Bureau of Strategic Planning 4.Work plans are placed on-line, utilising the electronic management tool: the management-tool S ystem of I nformation on S trategies, T asks and the E valuation of R esults (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) I. Introduction and Organization-wide application of results-based programming, budgeting, management and monitoring (RBM) cont’d

6. Prepared by BSP/PMR Bureau of Strategic Planning 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 communication technologies to the development of education, 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. Prepared by BSP/PMR Bureau of Strategic Planning 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 Accessibility of 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. Prepared by BSP/PMR Bureau of Strategic Planning IV. Intersectorality 1.Two cross-cutting themes in 31 C/4 The eradication of poverty, especially extreme poverty The contribution of information and communication technologies to the development of education, 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 2.Other intersectoral projects – e.g. human rights education, scientific and environmental education…

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

10. Prepared by BSP/PMR Bureau of Strategic Planning VI. Partnerships UNESCO will seek a broad range of partners in the implementation of its programmes a)United Nations organizations and programmes b)Other international organizations c)Civil society actors/NGOs d)Private sector The list of partners and their relative contribution as compared to that of UNESCO will be expressed in a “context map”

11. Prepared by BSP/PMR Bureau of Strategic Planning 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. Prepared by BSP/PMR Bureau of Strategic Planning 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. VII. Extra-budgetary resources

13. Prepared by BSP/PMR Bureau of Strategic Planning VII. Extra-budgetary resources

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

15. Prepared by BSP/PMR Bureau of Strategic Planning 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 X. New Management Tools and Integration presentation by ADM

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

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

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

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