Rbm Enhanced Policy Procedures In Unesco

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

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


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


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


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


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


Chart I: Summary of the Medium Term Strategy (34 C/4),
2008-2013 - Chart 1
Source: UNESCO 34 C/4 p 38


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


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


Chart V : Budget of Major Programme III – Social and
Human Sciences in the 35 C/5
Source: UNESCO 35 C/ 5, p 112


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.

Rbm Enhanced Policy Procedures In Unesco

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