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Results-based Managementin the ILO

Joe ThurmanDirector

Bureau of Programming and ManagementOctober 2009

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About the ILO

Created in 1919; became the first UN specialized agency in 1946

Budget: some $500 million per year

About 2700 staff; 40% in Geneva

Tripartite governance (governments, employers, workers)

A standards-based organization with development activities

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The ILO starting point

An older, inward-looking, mandate-based organization

Not ready for competition from others

Internally fragmented

Bureaucratic and inefficient

Focussed on inputs and activities

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The RBM process

FROM: Accountability for

inputs and activities Internal competition Shopping lists Weak measurement Bureaucratic, control-

oriented management

TO: Accountability for

results Collaboration Focus Rigorous

measurement Flexible, innovative

management

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Inputs, activities, outputs, results

ActivitiesI O

ActivitiesI O

ActivitiesI O ActivitiesI O

Unit A

Field Office X

CountryILO units and offices

Outcome

Input Output

Impact

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The ILO programming cycle

Medium-term plan (SPF) for consensus on priorities

Strategic P&B, mainly about expected results and measurement

Detailed Implementation Report about results, contributions and lessons

Independent evaluation for in-depth lessons

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ILO tools

Country programming Local priorities (ownership) Partnerships

Outcome-based Workplans Transparency Collaboration Results-based resource allocation

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ILO results-based programming cycle

SPF(6 years)

Programme& Budget (2 yrs)

Implementation Report(2 years)

Mid-term results, stable strategic framework, capacities to achieve

results

Outcome strategies, targets & indicators,

resources for the biennium

Progress towards outcomes, results &

lessons learned

Outcome-based work-plans (2 yrs)

Constructed on Country Outcomes and Global

Products, drives integrated resource

framework

Country Programme(3-5 yrs)

Country Outcomes(2 year milestones)

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Core lessons

Each organization is different (sometimes each part of an organization is different)

Progress requires time for culture change

Governance must buy in and trust

Management must lead

Resource allocations and management careers must reward results

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Lessons about techniques

Training is essential for both staff and constituents

Progress requires a consistent message. A roadmap helps

Measurement of results requires serious efforts

Supporting (IT) systems need to be user-friendly and flexible

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Thank you for your attention