STRATEGIC COUNSEL FOR ORGANIZATIONAL DEVELOPMENT AND MANAGEMENT FOR RESULTS October 4, 2016

General Assembly and Permanent Council Policy Directives BACKGROUND General Assembly and Permanent Council Policy Directives Resolution AG / RES. 1 (XLVII -E / 14), "Guidelines and Objectives of the Strategic Vision of the Organization of American States.” Permanent Council document CP/doc.5108/15 “The methodology for the prioritization of mandates”. Resolution CP / RES. 1061 ( 2063/16 ) mandates sent to the GS to be incorporated as inputs for a four-year work plan for each of the pillars, and for administrative management and institutional strengthening. Resolution, AG/RES. 1 (XLVII-E/14) rev. 1 mandated the GS to design the tools and mechanisms to improve management: “Equip the Organization with appropriate management instruments to foster harmonious interaction among the pillars as well as the establishment of performance indicators...” Resolution CP / RES. 1065 (2081/16) authorizing a level of expenditure for 2017 no greater than US$72,499,742 as the basis for the draft 2017 program-budget for consideration by the Member States.

Design of the Institutional Strengthening Program was guided by the previous policy directives and informed by: Deloitte and Touche Report (2004) Strategic Management Plan for Modernization of the OAS (Murray Report) Internal Diagnostic coordinated by CEDOGR to assess internal capacities and competencies, and an External Diagnostic to identify challenges and opportunities in the hemisphere (2015 - 2016).

The General Secretariat, in order to implement these policy developed a dual approximation: A draft Strategic Plan that would set the basis for transitioning from isolated programs, projects, products, and services, being delivered separately, to bundling them into vision-driven coherent multi-pillar integrated-programs (IP) that will respond to the mandated equality and interdependence amongst the four pillars of the Organization. A draft budget that complies with the new mandated budgetary ceiling and is structured to begin transitioning from the existing practice of inertial budgeting to policy-driven budgeting, while supporting the implementation of the strategic plan.

Policy directive - from formulation to implementation AG-PC-SG VISON + VALUES Policy Formulation SG Policy Directive Internal Analysis (With input from all Secretariats & OAS Offices in MS) Capacities + Efficiency Leverage External Analysis (With input from all Secretariats & OAS Offices in MS) Probability + Impact Competitiveness Secretariats/SC Strategy Formulation Priorities Rating Matrix Policy implementation Strategy = Integrated-programs (FAE) Serving Members States with legitimacy (4 Pillars with Equality and Interdependence)

INSTITUTIONAL STRENGTHENING: STRATEGIC LINES BETTER & MEASURABLE RESULTS INSTITUTIONAL STRENGTHENING Strengthen the strategic planning, programming, and evaluation processes Strengthen processes for resource mobilization to finance the OAS’ priorities Implement a corporate communication management strategy in line with the vision of the OAS Improve Organizational Effectiveness

STRENGTHEN INTERNAL MANAGEMENT CAPACITY Management for results Strategic Line 1: Strengthen the organization’s planning, programming, and strategic evaluation processes BETTER & MEASURABLE RESULTS STRENGTHEN INTERNAL MANAGEMENT CAPACITY Strategic planning Management for results Balanced score card Evaluation

Strategic Line 2: Strengthen resource mobilization processes to help finance the Organization’s priorities BETTER & MEASURABLE RESULTS IMPROVE THE RESOURCE MOBILIZATION AND COLLECTION STRATEGY Marketing projects, programs & services to donors Outreach strategy for actual & new potential contributors Dissemination of results & benefits to donors

Strategic Line 3: Implement a comprehensive communication strategy aligned with the Strategic Vision of the OAS BETTER & MEASURABLE RESULTS MODERNIZE THE ORGANIZATION'S INTERNAL AND EXTERNAL COMMUNICATION STRATEGY A strategy for institutional communication management Alignment of the internal communication policy with the OAS vision Policies for management of the web page and social network Streamline the Organization's communication resources

Strategic Line 4: Improve the Organization’s effectiveness BETTER & MEASURABLE RESULTS PROMOTE A COORDINATED PROGRAMMING APPROACH THAT REFLECTS INTERDEPENDENCE AMONG THE PILLARS OF THE ORGANIZATION ORGANIZACIONAL DEVELOPMENT/INTEGRATED PROGRAMS Database of Competen-cies Performance support training Processes Improvement Coordination and foster innovation

INSTITUTIONAL STRENGTHENING Results for Member States: An Organization, efficiently, allocating resources to meet the needs and priorities as defined by Member States in the draft Strategic Plan. Results for the Organization: A more efficient and effective Organization better equipped to serve Member States’ priorities. Results for the Staff: An empowered, recognized, and trained staff, capable of meeting the pressing needs of an Organization transforming itself to become more relevant in the hemisphere.  

INSTITUTIONAL STRENGTHENING   Resources Strategic Line No. of Goals Regular Fund ICR 1.      Strengthen the organization’s planning, programming, and strategic evaluation processes 34 Goals: 8 Goals- Executive Office CEDOR 447.4 101 26 Goals - Department of Planning and Evaluation 520.6 641.8 2.      Strengthen the resource mobilization processes to help finance the Organization’s priorities 9 Goals - External and Institutional Relations 329.8 3.      Implement a comprehensive communication strategy aligned with the Strategic Vision of the OAS 18 Goals- Department of Press and Communication 1209.10 4. Improve the Organization’s effectiveness 5 Goals - Organizational Development Section 206.5 145.9 2713.40 888.70

4. Improve the Organization’s effectiveness Strategic Line Staff No. of CPRs Regular Funds ICR   FR Consultants Total 1. Strengthen the organization’s planning, programming, and strategic evaluation processes 1 D2 1 P5 1 P4 1 P3 1 P1 2 G6 1 P2 1 16.5 - Total 10 2. Strengthen the resource mobilization processes to help finance the Organization’s priorities 2 P4 2 96.7 Total 2 3. Implement a comprehensive communication strategy aligned with the Strategic Vision of the OAS 2 P2 1 G7 1 G5 5 202.8 Total 8 4. Improve the Organization’s effectiveness 60 15 7 9 $376.00 $0.00

Disclaimers regarding some changes made to the budget program in the area of External Relations: The Department of External Relations is responsible for mobilizing resources and support from Permanent Observers, international institutions and new potential donors for financing priority projects to benefit OAS Member States. In response to a downward trend of specific funds and to a tight budget, we have made adjustments that seek to address relationships with current donors and explore opportunities with new donors. The P4 position that appeared under the Executive Office of SCODMR was moved to the Department of External Relations, reducing the cost of regular fund under staff for the Executive Office of SCODMR and increasing by the same amount in the Department of External Relations.

2- Previous goal 6 was modified to reflect only the activities promoting the participation of Permanent Observers, private sector and foundations while the reference to civil society was removed. The civil society area was transferred to SARE. 3- Previous goal 3 which referred to the mobilization of resources for the Department of External Relations, was amended to reflect management of resource mobilization aimed at the priority activities of the Organization. 4- Previous goal 7 regarding policy roundtables was eliminated. This topic corresponds to the Secretariat for Hemispheric Affairs. 5- Previous goal 9 regarding to the Lecture Series Catedra de las Americas was removed. It is now under the Secretariat for Hemispheric Affairs. 6- A new goal under the External Relations Department was added to reflect the work with Member States to finance programs and projects for the OAS GS.

Strategic Counsel for Organizational Development and Management for Results October 4, 2016