1 Results-based Management in 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 FROM: Accountability for inputs and activities Internal competition Shopping lists Weak measurement Bureaucratic, control-oriented management TO: Accountability for results Collaboration Focus Rigorous measurement Flexible, innovative management

5 Inputs, activities, outputs, results ActivitiesI O I O I O I O Unit A Field Office X CountryILO units and offices Outcome InputOutput Impact

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

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