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

2. Prepared by BSP/PMR 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.

3. Prepared by BSP/PMR Bureau of Strategic Planning UNESCO’s strategic planning approach: results-based programming, budgeting, management and monitoring (RBM) The RBM Chain: 1.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 2.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 3.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. Prepared by BSP/PMR Bureau of Strategic Planning 4.Work plans are placed on-line, utilising the electronic management tool: the management-tool S ystem of I nformation on S trategies, T asks and the E valuation of R esults (SISTER) 5.All other programme documents, presented by the Director-General, must henceforth define expected results 6.In context of CEB (ex-ACC) and UNDG activities – specific reference to and alignment with Millennium Development Goals (MDGs) 7.Regular feedback and monitoring of programme implementation by DG and Senior Management (College of ADGs) UNESCO’s strategic planning approach: results-based programming, budgeting, management and monitoring (RBM)

5. 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 objectives -Specification of resources and inputs required (in terms of staff, external advice and funds)

6. Prepared by BSP/PMR Bureau of Strategic Planning –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 Putting theory + policy into practice: Strategic planning steps for UNESCO programme managers

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

8. Prepared by BSP/PMR 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 expected results -Identify range of partners and their respective roles