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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.
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.
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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.
Droits d'auteur :
Attribution Non-Commercial (BY-NC)
Formats disponibles
Téléchargez comme PPT, PDF, TXT ou lisez en ligne sur Scribd
Presentation by the Bureau of Strategic Planning (BSP)
Leadership and Change Management
Programme (LCMP) Prepared by BSP/PMR 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:
• 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 Prepared by BSP/PMR • The annual work plans, approved by the Bureau of Strategic Planning UNESCO’s strategic planning approach: results-based programming, budgeting, management and monitoring (RBM)
• 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) • All other programme documents, presented by the Director-General, must henceforth define expected results • In context of CEB (ex-ACC) and UNDG activities – specific reference to and alignment with Millennium Development Goals (MDGs) • Regular feedback and monitoring of programme implementation by DG and Senior Management (College of ADGs) Prepared by BSP/PMR Bureau of Strategic Planning Putting theory + policy into practice: Strategic planning steps for UNESCO programme managers - 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 Prepared by BSP/PMR objectives Bureau of Strategic Planning 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 Prepared by BSP/PMR out clearly the respective contributions of Bureau of Strategic Planning 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 Prepared by BSP/PMR implementation by College of ADGs Bureau of Strategic Planning 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 Prepared by BSP/PMR