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Bureau of

Strategic Planning

Strategic thinking and


planning

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