1 / 8

Strategic thinking and planning

Strategic thinking and planning. Presentation by the Bureau of Strategic Planning (BSP) Leadership and Change Management Programme (LCMP) 24 June 2002. What is strategic planning?.

elma
Télécharger la présentation

Strategic thinking and planning

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. Strategic thinking and planning Presentation by the Bureau of Strategic Planning (BSP) Leadership and Change Management Programme (LCMP) 24 June 2002

  2. 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.

  3. 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 • 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.

  4. 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)

  5. Putting theory + policy into practice:Strategic planning steps forUNESCO 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 objectives • Specification of resources and inputs required (in terms of staff, external advice and funds)

  6. Putting theory + policy into practice:Strategic planning steps forUNESCO 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 out clearly the respective contributions of UNESCO and a particular partner • Envisage evaluation arrangements and process

  7. 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 implementation by College of ADGs (plus sectoral arrangements for ongoing monitoring and review)

  8. Strategic planning on ad hoc policy issues - address each issue in the context of 31 C/4 and31 C/5 • Formulate clear strategic objectives and/or interests for a particular activity • Define the strategy to be pursued • Formulate clear and measurable expected results • Identify range of partners and their respective roles

More Related