THE STAGES OF UNESCO s STRATEGIC TRANSFORMATION SUMMARY

Transcription

1 Executive Board Two hundred and fourth session 204 EX/31 PARIS, 26 March 2018 Original: French Item 31 of the provisional agenda THE STAGES OF UNESCO s STRATEGIC TRANSFORMATION SUMMARY This document briefly sets out the main stages of the process proposed by the Director-General to carry out a strategic transformation of the Organization. Action expected of the Executive Board: proposed decision in paragraph 22. Job:

2 204 EX/31 Context 1. As Many Member States pointed out during the last session of the General Conference, UNESCO s mandate is more relevant today than ever before. At the same time, Member States also emphasized the importance of ensuring that the Organization responds in an effective way to the ever more rapid changes disrupting our world, taking into account the unprecedented complexity of the challenges facing us and the extremely competitive global environment in which the Organization works, as well as the constraints specific to UNESCO, exacerbated by years of financial crisis. All of these reasons force us to re-examine the Organization s modalities of action and its contribution to the 2030 Agenda, using a more collective, systematic, innovative and reformative approach. 2. In order to live up to this moment, it is vital that today we initiate the major changes that go beyond the partial reforms and simple, short-term corrective measures. 3. Of course, UNESCO is not starting from scratch. Much has already been achieved in the context of a very constraining budget. The audit and evaluation reports, internal and external strategic reviews, multiple reform initiatives made since the 2000s and up to the last few years form a solid base of analysis and work, and provide us with invaluable strategies. 4. The rhythm and momentum generated by the United Nations reform, launched by the Secretary-General, also provides a new framework that might help us to assess our structures and operational modalities. This work is invaluable: the implementation of the ambitious goals of the 2030 Agenda require us to take initiatives and to bring about transformations which are equally bold. 5. This context also requires us to strategically and comprehensively examine our programmes and their implementation, better define UNESCO s priority lines of action and the most efficient modalities of its interventions, and better identify the undeniable comparative advantages of the Organization: we must ensure that UNESCO responds fully to contemporary issues with 2030 in mind. Indeed, with a view to the development from early 2020 of the Organization s next Medium- Term Strategy for (41 C/4) and the first quadrennial Programme and Budget ( ) (41 C/5), the Organization must be strengthened to ensure a more effective contribution to the achievement of the Sustainable Development Goals by 2030 in the decisive action phase from Evidently, this reflection can only be collective: it cannot be reduced to work within the Secretariat (at Headquarters and in the field offices). It must be underpinned by the Member States of the Organization, and reflect the decisions adopted by our governing bodies. It must include UNESCO s numerous networks of researchers, scientists, teachers, media experts, artists and culture professionals. It must be underpinned by the extended UNESCO family: expert panels, category 1 and 2 institutes, Chairs and the UNITWIN network, Goodwill Ambassadors, UNESCO clubs and associations, affiliated non-governmental organizations (NGOs), etc. The guiding principles of the reform 7. Since UNESCO s mandate is more relevant than ever before, it is vital that the Organization evolve to have the means by which to think about the issues of today s world. In light of this, four major principles will guide the reform: (a) (b) Strengthening the programmes, the core of UNESCO s work, and focusing programmes more on priorities identified in the Medium-Term Strategy. A strategic review of the programmes should allow us to better identify the fields in which UNESCO has added value and to determine the activities that should be strengthened in order to take into account the evolution of today s world. Strengthening the institution in its key role as a laboratory of ideas and for the definition of the standard-setting foundation regarding the contemporary issues linked to

3 204 EX/31 page 2 UNESCO s mandate, by an action-oriented vision that is deeply rooted in ethical principles. This vision will have to be translated into strategic and programmatic terms, whilst ensuring that the Organization resumes a leading role, both as an intellectual forum and as a proactive stakeholder in global debates currently underway on issues relating to UNESCO s mandate. (c) (d) Opening up UNESCO further to civil society, NGOs, universities, young people, and the private sector. Opening up UNESCO to new partners, at Headquarters and everywhere else it is found in the world. This includes defining a new partnership policy which allows us in particular to scale up extrabudgetary fundraising and management. Bring about change in the Organization to make it more efficient, fluid and agile, whilst strengthening risk management and management culture. This includes improving the structure of the Organization and modifying its procedures, for strengthened risk management; systematized evaluation arrangements; greater agility and flexibility in internal procedures. Timetable for the strategic transformation 8. To address all of these challenges, a strategic transformation is proposed that will be implemented in three stages: Part 1 Changing structure to strengthen management culture Target: Spring th Executive Board session Aim: to strengthen the management culture; improve the flow of the decision-making chain by reducing the number of entities directly under the Director-General Means: changing internal structures of the Organization at Headquarters, with the creation of an Administration and Management sector led by an ADG Part 2 Strengthening the efficiency of the means of action Target: Spring th Executive Board session Aim: to improve the means of action Means: establishment of thematic groups to improve the following lines of action: The operational efficacy of the Organization UNESCO s communication The strategic partnerships and development of activities with the private sector UNESCO s presence worldwide

4 204 EX/31 page 3 Part 3 Strategic positioning for 2030 Target: Autumn 2019 General Conference Aim: strengthen and adjust the content of programmes Means: introduction of strategic reflection groups with the involvement of external eminent personalities to prepare the evolution of programmatic lines of action in regard to the challenges of today s world. An interim report: will be presented at the General Conference in autumn 2019, will be integrated into discussions on document 40 C/5 and will shape the framework of the next Medium-Term Strategy (C/4) Part 1: Internal structure Changing internal structures to create an Administration and Management sector led by an ADG. 9. This alteration primarily aims to strengthen the management culture. Several audit reports, including that by the Oversight Advisory Committee in February 2018, recommend proceeding with changes to structure and management so as to achieve greater transparency (human resources and finance) and a better integration of all support services, especially those concerning human resources, finance, security, information technology and logistical support. Furthermore, this new structure will allow for a reduction in the number of entities (currently 21) which are directly under the Director-General: this will enable the Director-General to better focus on strategic issues, for these sectors and for other fields within the Organization. The Director-General thus presents a proposal for revision of the hierarchical structure in document 204 EX/3.INF. Part 2: Means of action Improving the efficacy of means of action 10. A large number of reports have emphasized the importance of improving the efficacy of the means available to UNESCO to take action. In this respect, four areas of improvement, the list of which could be completed through dialogue with Member States, will be targeted. By starting this work as soon as possible, UNESCO will create better conditions to undertake its strategic transformation. A working group will be in charge of each issue: (a) (b) (c) (d) Strengthening the operational efficacy of the Organization: definition of the perimeter for areas of responsibility; strengthened risk mapping and management; delegation of authority; transparency; new dynamic in the management of human resources (staff mobility, evaluation ); UNESCO s communication: to expand the Organization s influence at the international level and give it a stronger and more specific image. To better use publications, digital channels (social networks, website), Goodwill Ambassadors and, more broadly, the entire UNESCO network throughout the world, as communication vectors; Strategic partnerships: to professionalize and coordinate the search for partners, define the cooperation arrangements with a larger range of actors and resource allocation rules, to clarify and smooth out partnership management processes; UNESCO s presence worldwide: adapting Headquarters-field office organization and processes in order to better contribute to strategic goals and to strengthen relationships with other United Nations bodies. These measures are also necessary so that the

5 204 EX/31 page 4 Organization has a field presence that is equipped with sufficient financial resources and duly trained human resources, which enable it to be in an optimal condition and to support, in a coordinated and reinforced way, the development policies of Member States, with priority given to Africa. Part 3: Programmes for action Strengthening and strategic adjustment of programmes for action 11. At the same time, an overall reflection will be engaged on the programmatic strategy of the institution. The aim of this strategic review will be to prepare the programmatic changes regarding the challenges of today s world. This reflection will be led by larger groups calling upon external eminent personalities and Member States with a view to developing and shaping recommendations. 12. The Director General also reiterates her commitment to take an active part in the strategic reflection and orientation of the Organization with Member States and to improve the process of strategic decision-making, so as to better define our priorities and to improve our capacity to renew the Organization s programmes. 13. A strategic review of programmes must allow for a better identification of the fields in which UNESCO has added value, and identification of activities which should be strengthened in order to take into account the changes in today s world. This work will be carried out for each of the sectors. The same will also be true of crosscutting functions such as those aiming to better gather, handle and share essential data and statistics for the follow-up and implementation of the Sustainable Development Goals. Within this framework, the strategic review will also aim to strengthen UNESCO s role as a laboratory of ideas and the development of new approaches and guidelines within its fields of competence. 14. Moreover, the definition of resource allocation rules both technical and financial is vital to the effective and efficient implementation of these priorities and to avoid the institution being overstretched. Programmes defined on the basis of needs (harmonized across the country level on one hand and the strategic and global levels on the other hand), sufficient, adjusted, financing to support the programmes, professional evaluations, and transparent reports on results and resources must be at the centre of this reflection. The creation of a crosscutting policy on how we define, evaluate and communicate our impact, will also be a key element in the strategic reflection. 15. Member States will be consulted at regular intervals and dialogue will be engaged in with the working group on the governance of Member States (General Conference/Executive Board decision) so that the final recommendations receive their support and approval. Methodology 16. The mission of a steering group will be to manage the progress of the reform from beginning to end and to communicate with Member States. A task force will ensure the coordination, coherence and implementation of different measures of the strategic transformation, and will report to the steering committee. A regular dialogue will be established with the Member States. 17. The work of the different groups will feed into each other. The groups charged with the four issues in stage 2 ( means of action ) will be established and begin their work after the 204th session of the Executive Board. They will build on the conclusions and recommendations of the different audit reports, evaluations and external reviews. They will also draw inspiration from the strategic framework set out by the Invest for Efficient Delivery Fund approved by the Executive Board. Their reflections, recommendations and specific implementation actions will be presented at the 206th session of the Executive Board in spring The reflection on the future of UNESCO will take place on the basis of wide-ranging consultation, including outside the Organization. This is why, in terms of the strategic review of

6 204 EX/31 page 5 UNESCO programmes (stage 3), people from Headquarters, field offices, management, and also external eminent personalities and young people and civil society in the digital realm, will be called upon, within the framework of a working method defined by the steering group. 19. The first recommendations thus defined will be submitted to the General Conference in autumn 2019, will be included in discussions on document 40 C/5, and will shape the framework for the next Medium-Term Strategy (C/4). 20. The Secretariat will prepare a dashboard of the implementation of this strategic transformation, including a timetable and clear objectives which will serve as reference tools for the progress reports submitted to the Executive Board. 21. Given that some of these initiatives are likely to require additional funding, the Director-General deems it judicious, for the moment, not to commit the entire unspent balance of the regular budget from the previous biennium. Nonetheless, the Director-General requests authorization, in document 204 EX/20 Part II.B, to use a part of this balance to be in a position to launch the transformation process. A more detailed report proposing the complete use of these funds will be submitted at the 205th session of the Executive Board once the details of the reform initiatives have been presented and costed. Moreover, if certain work requires additional resources, an appeal will be made to Member States which wish to support the strategic rebuilding of the Organization through concrete extrabudgetary support. Proposed decision 22. In view of the foregoing, the Executive Board may wish to adopt a decision along the following lines: The Executive Board, 1. Having examined document 204 EX/31, 2. Takes note with interest of the reform initiatives proposed by the Director-General; 3. Also takes note of the establishment of thematic groups aiming to improve UNESCO s means of action; 4. Welcomes the proposal to create broad working groups to pursue strategic reflection on programmes and their implementation; 5. Notes that certain reform measures may incur additional costs for the Organization and that the Director-General has requested in document 204 EX/20 Part II.B authorization to use the unspent balance of the previous biennium to launch the transformation process; 6. Also notes that the Director-General will, at its 205th session, provide a detailed proposal concerning the use of the unspent balance of the regular budget from the previous biennium, including proposals which may require additional resources for which an appeal would be made to Member States wishing to contribute to the strategic transformation of UNESCO; 7. Requests the Director-General to submit the recommendations arising from the working groups at its 206th session and to the General Conference. Printed on recycled paper