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UNESCO Questionnaire

Director-General Consultation

of United Nations Agencies and Intergovernmental Organizations,

on the preparation

of the Draft Medium-Term Strategy for 2022-2029 (41 C/4)

and the Draft Programme and Budget 2022-2025 (41 C/5)

UNESCO QUESTIONNAIRE - Consultation of IGOs on the preparationof the Draft Medium-Term Strategy for 2022-2029 (41 C/4)and the Draft Programme and Budget 2022-2025 (41 C/5)

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This questionnaire is designed to gather views and feedback on the future vision and priorities forUNESCO to be defined in the next Medium-Term Strategy for 2022-2029 (41 C/4) and the futureProgramme and Budget for 2022-2025 (41 C/5), in conformity with the decisions of the GeneralConference at its 40 session (40 C/Resolution 102 and 40 C/Resolution 103).

In accordance with the Roadmap adopted by the General Conference at its 40 session (Annex ofDocument 40 C/11), the questionnaire is an important milestone in the broader consultation process ofMember States and relevant stakeholders. Its findings will serve to inform the Director-General’sPreliminary Proposals on the Drafts 41 C/4 and 41 C/5 that will be submitted to UNESCO’s ExecutiveBoard, at its 210 session, in Autumn 2020. The debates and subsequent decision of the Executive Boardat that session will serve as a framework for preparing the Draft Medium-Term Strategy for 2022-2029 (41C/4) and the Draft Programme and Budget 2022-2025 (41 C/5), which will be examined by the GeneralConference at its 41 session in Autumn 2021.

PURPOSE


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In preparing your response to this questionnaire, you are strongly encouraged to:

a. Conduct consultations within your agency/organization as appropriate;

b. Consult the relevant documents (e.g. General Conference documents, UNESCO evaluation reports)accessible here. To note: all documents referred to in this survey are also accessible through direct linksincluded in the text.

Following a general introductory section on the global context, the questionnaire is composed of two parts:

- Part A (11 questions) concerning the future Medium-Term Strategy for 2022-2029 (41 C/4); and

- Part B (11 questions) concerning the future Programme and Budget for 2022-2025 (41 C/5).

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http://www.unesco.org/new/fileadmin/MULTIMEDIA/HQ/BSP/pdf/ref-docs-41C4-41C5.pdf

Please take note of the following guidelines when completing the questionnaire:

- Each UN Agency and Intergovernmental Organization is entitled to submit one reply only. Pleaseidentify yourself at the beginning of the questionnaire.

- The online version of the questionnaire exists in all six official languages of UNESCO (Arabic, Chinese,English, French, Russian and Spanish).

- Complete this questionnaire by 22 May 2020 at the latest.

- Once you have completed the online questionnaire, your response will be registered and cannot bemodified. It is important, therefore, to conduct all necessary internal consultations before completing thequestionnaire. - The questions are not mandatory. You may reply as appropriate to those questions that you considermost relevant.

Consider also the following technical details:

- In the “Identification” page, please provide the official name of your agency/organization in full.

- To scroll from one page to another, you can at any moment use the "Previous" or "Next" buttonsavailable at the bottom of each page.

- While there is no text limit in the comment boxes, please keep your replies as concise as possible. - You have the possibility of completing the questionnaire in several stages, SurveyMonkey willautomatically save your data. To find your saved data, simply open again the link provided usingimperatively the same computer and the same browser.

- Your answer will be definitively taken into account and will no longer be modifiable once you haveclicked on the "Submission" button at the end of the questionnaire.

Kindly contact Ms. Aurore Salinas at [email protected] (Tel: +33 (0) 1 45 68 12 68) should you requiretechnical assistance in completing the questionnaire.

INSTRUCTIONS TO COMPLETE THE QUESTIONNAIRE


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mailto:[email protected]

Note: Mandatory fields are indicated with an asterisk (*).

Identification of the UN Agency or Intergovernmental Organization on behalf of whom you aresubmitting a reply

IDENTIFICATION


Please indicate full official name of your agency/organization*

Please enter your name and title*

Please enter your email*

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In 2015, the United Nations General Assembly set out, through the 2030 Agenda, an ambitious andtransformative vision for the world. Drawing on its mandate, and mobilizing all of its partners andstakeholders, UNESCO has a fundamental role to play in making the 2030 Agenda a reality.

In their decision 40 C/Resolution 102 (“Preparation of the Draft Medium-Term Strategy for 2022-2029”),Member States reaffirmed “the abiding relevance of UNESCO’s mandate to the achievement ofsustainable development and international peace" and stressed "the importance for UNESCO to supportits Member States in the implementation of the 2030 Agenda for Sustainable Development, and theachievement of the Sustainable Development Goals (SDGs), as well as other relevant internationallyagreed development goals”. They also emphasized “the importance of aligning UNESCO’s action with theAfrican Union’s Agenda 2063, the Addis Ababa Action Agenda, the Paris Agreement on Climate Changeand the Samoa Pathway”.

During their debates at the 40 session of the General Conference, Member States identified key globaltrends and contemporary challenges facing the world, and the critical need to address them throughdialogue, international cooperation and reinvigorated multilateralism. These include: climate change;threats to the environment and degradation of biodiversity; depletion of ocean resources and access towater; impact of frontier technologies (notably artificial intelligence) in all areas of life; hate speech andrising extremism; disinformation and decline in press freedom; threats to cultural heritage and diversity ofcultural expressions; growing urbanization and mega cities; protracted conflicts and crisis; unequal accessto knowledge and technology; gender inequalities in all areas of economic, political, social and cultural life(see documents 40 C/INF.18; 40 C/INF.30).

Recognizing that persistent poverty and growing inequalities pose severe risks to the building of open,peaceful and inclusive societies, Member States reiterated the importance for UNESCO to pursue its rolein support of the 2030 Agenda and strengthen transversal approaches and integrated responsesarticulated around the “Leaving No One Behind” pledge and a human rights-based approach, grounded onkey principles of equality, non-discrimination and equity.

In recognizing “the need for UNESCO to continue evolving, adapting and renewing itself in order toconsolidate its role in international cooperation more effectively”, they also invited UNESCO to pursueefforts aimed at “harnessing its comparative advantage to address the challenges of the contemporaryworld, strengthening its programmes and their impact, and making the Organization better fit to addressthe challenges of the future” in the context of the United Nations reform process. This questionnaire seeksyour contribution to help delineate UNESCO’s overall vision, leadership role and strategic objectives forthe 2022-2029 period.

GLOBAL CONTEXT


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Part A

Questionnaire

on the preparation of the future

Medium-Term Strategy for 2022-2029 (41 C/4)


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I.1 - Mission statement

As recalled by Member States in their decision on the preparation of the future Medium-Term Strategy(40 C/Resolution 102), Article I of UNESCO’s Constitution states that the purpose of the Organization is “tocontribute to peace and security by promoting collaboration among the nations through education, scienceand culture in order to further universal respect for justice, for the rule of law and for the human rights andfundamental freedoms which are affirmed for the peoples of the world, without distinction of race, sex,language or religion, by the Charter of the United Nations”.

UNESCO’s current Medium-Term Strategy (2014-2021) puts forth that “as a specialized agency of theUnited Nations, UNESCO – pursuant to its Constitution – contributes to the building of peace, theeradication of poverty, and sustainable development and intercultural dialogue through education, thesciences, culture, communication and information”.

I. MISSION AND FUNCTIONS


Question A1. When designing the future Medium-Term Strategy that will guide the Organization’sefforts in addressing emerging global challenges, should UNESCO revise its mission statementand formulate it differently?

Yes

No

If yes, please suggest an alternative formulation:

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I.2 - Functions During their debates at the 40 General Conference, Member States reaffirmed the relevance ofUNESCO’s five core functions presented in the Medium-Term Strategy for 2014-2021 (37 C/4) and invitedthe Director-General to “take into consideration the need for a better reflected differentiation and focus ofUNESCO’s role and functions at the global, regional and national levels with a view of leaving no onebehind” (40 C/Resolution 102).

I. MISSION AND FUNCTIONS


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High Medium Low

Laboratory of ideas: generating innovative proposals and policy advice in itsfields of competence

Clearing house: developing and reinforcing the global agenda in its fields ofcompetence through policy analysis, monitoring and benchmarking

Standard-setter: setting norms and standards in its fields of competence,supporting and monitoring their implementation

Catalyst for international cooperation: strengthening international andregional cooperation in its fields of competence, fostering alliances, intellectualcooperation, knowledge-sharing and operational partnerships

Capacity-builder: providing advice for policy development and implementation,and developing institutional and human capacities

Comments

Question A2. Please indicate the degree to which your agency/organization would be capable andwilling to support and/or cooperate with UNESCO in the delivery of each of its functions as detailedbelow (scale: High/Medium/Low).

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With the adoption of the 2030 Agenda, UNESCO reassessed its strategic orientations to target those coreareas where the Organization had a recognized international role of coordination, benchmarking andmonitoring, advocacy, capacity development and policy advice. While recognizing the indivisible nature ofthe Sustainable Development Goals (SDGs), UNESCO has focused its attention in the 2016-2021 periodon nine SDGs to which it contributes significantly, through an integrated approach, drawing on all of itsareas of specialized expertise, and in close partnership with UN entities and partners from the public andprivate sector. UNESCO has also identified three other SDGs (SDGs 1, 10 and 17) as cross-cutting andrelevant to the Organization’s action. Furthermore, the Organization has embedded in all its programmesthe 2030 Agenda commitment to leaving no one behind and to universal respect for human rights andhuman dignity.

At the 40 session of the General Conference, Member States expressed concerns about the slowprogress towards the achievement of a number of SDGs and reiterated the important role and contributionof UNESCO in accelerating progress in cooperation with its partners. They reaffirmed “the abidingrelevance of UNESCO’s mandate to the achievement of sustainable development and internationalpeace”, and stressed “the importance for UNESCO of supporting its Member States in the implementationof the 2030 Agenda for Sustainable Development and the attainment of the SDGs”. They also invited theDirector-General to “clarify further UNESCO’s strategic role and contribution in the achievement of theSDGs” (40 C/Resolution 102).

II. GUIDING FRAMEWORK: THE 2030 AGENDA


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High Medium Low

1. End poverty in all its forms everywhere

2. End hunger, achieve food security and improved nutrition and promotesustainable agriculture

3. Ensure healthy lives and promote well-being for all at all ages

4 (*). Ensure inclusive and equitable quality education and promote lifelonglearning opportunities for all

5 (*). Achieve gender equality and empower all women and girls

6 (*). Ensure availability and sustainable management of water and sanitationfor all

7. Ensure access to affordable, reliable, sustainable and modern energy for all

8. Promote sustained, inclusive and sustainable economic growth, full andproductive employment and decent work for all

9 (*). Build resilient infrastructure, promote inclusive and sustainableindustrialization and foster innovation

10. Reduce inequality within and among countries

11 (*). Make cities and human settlements inclusive, safe, resilient andsustainable

12. Ensure sustainable consumption and production patterns

13 (*). Take urgent action to combat climate change and its impacts

14 (*). Conserve and sustainably use the oceans, seas and marine resourcesfor sustainable development

15 (*). Protect, restore and promote sustainable use of terrestrial ecosystems,sustainably manage forests, combat desertification, and halt and reverse landdegradation and halt biodiversity loss

16 (*). Promote peaceful and inclusive societies for sustainable development,provide access to justice for all and build effective, accountable and inclusiveinstitutions at all levels

17. Strengthen the means of implementation and revitalize the GlobalPartnership for Sustainable Development

Question A3. In light of the above, please indicate on a High/Medium/Low scale those SDGs whereyou believe UNESCO has a strategic role and contribution, and towards which the Organizationshould concentrate its efforts and resources during the 2022-2029 period.

Please note that the nine SDGs that the Organization is focusing on currently are marked with anasterisk in the list below.

For those SDGs that you have indicated as “High”, please also provide comments on the overallpositioning, specific comparative advantages and challenges or opportunities regardingUNESCO’s future contribution to these SDGs and their related targets.

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Member States at the 40 session of the General Conference called on UNESCO to strengthen integratedand cross-disciplinary approaches, drawing on the Organization’s unique multi-disciplinary competencies(40 C/INF.18 and 40 C/INF.30). They underscored “the opportunity for UNESCO to further harness itsmultidisciplinarity, its expertise and experience in its fields of competence, stressing the importance ofinter- and intra-programmatic approaches, where appropriate, in order to strengthen its position within theUnited Nations development system, and achieve synergies and greater impact”. They also invited theDirector-General to “streamline programmatic activities with a view of enhancing UNESCO’s leadership ineducation, sciences, culture, communication and information, which constitute its core mandate”, focusingespecially on areas of comparative advantage for the Organization (40 C/Resolution 102).

The current Medium-Term Strategy for 2014-2021 is underpinned by nine Strategic Objectives that havebeen conceived in an interdisciplinary approach. In pursuance of the General Conference Resolution, andbearing in mind all of the above, the future Medium-Term Strategy should be built on the foundation of alimited set of overarching strategic objectives, that would help drive the 2030 Agenda forward. Suchobjectives, as discussed during the 40 session of the General Conference and the “Dialogues” meetingswith the Permanent Delegations, would drive strong intersectoral cooperation to address global emergingchallenges and cross-cutting strategic priorities aligned with the SDGs and underpinned by a humanrights-based approach to development.

III. STRATEGIC CROSS-CUTTING AREAS OF ACTION


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High Medium Low

1. Promote lifelong learning, inclusive and creative societies(SDGs 1, 3, 4, 5, 8, 10, 11, 16, 17)

2. Enhance environmental sustainability and mitigate and adapt to climate change(SDGs 4, 5, 6, 10, 11, 12, 13, 14, 15, 16, 17)

3. Foster open, diverse and peaceful societies(SDGs 1, 4, 5, 8, 10, 11, 16, 17)

4. Advance ethical standards and policy frameworks adapted to the new digitalenvironment and reduce the digital divide (SDGs 1, 4, 5, 8, 9, 10, 11, 16, 17)

5. Other (please specify in the Comments box below)

Comments

Question A4. Taking into account major challenges and opportunities identified by Member Statesduring the 40 session of the General Conference, the following are possible cross-cutting areasof action aligned with the SDGs, which could guide UNESCO’s Medium-Term Strategy, and betranslated into both strategic objectives and programmatic terms of relevance to all sectors in thenext two quadrennial Programmes (see also Question B4 in Part B).Please indicate the level of relevance of each of the following transversal areas of action, as a basisfor future strategic investment and prioritization.

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Any additional comments

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By decision 40 C/Resolution 102, Member States invited the Director-General to continue dedicating“adequate attention to UNESCO’s global priorities Africa and Gender Equality and to priority groupsparticularly Small Island Developing States (SIDS) and Youth". IV.1 – Global priorities

Africa

UNESCO current Operational Strategy for Priority Africa (2014-2021) is closely aligned with the goals ofthe First Ten-Year Implementation Plan of the African Union Agenda 2063 , and the 2030 Agenda forSustainable development. The 2014 Strategy was designed based on an initial mapping of UNESCO’scontribution to the relevant goals of these two Agendas (See document 200 EX/13.INF).

IV. GLOBAL PRIORITIES AND PRIORITY TARGET GROUPS


Question A5. In your view, how could Priority Africa be better mainstreamed and prioritized inUNESCO’s next Medium-Term Strategy?

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Gender equality

As an established United Nations crosscutting system-wide priority, Member States recognized genderequality and the empowerment of all women and girls (SDG 5) as one of the most powerful levers forachieving all of the Sustainable Development Goals (SDGs).



High Medium Low

1. Gender disparities in education are eliminated (SDG Target 4.5)

2. Women and girls live a life free from violence, harassment and oppression (SDG Targets5.1 and 5.2)

3. Women have income security, decent work, economic autonomy and social protection (SDG Targets 8.5 and 8.8)

4. Women are leaders, participate in and benefit equally from inclusive and participatorysystems of governance (SDG Target 5.5)

5. Women have universal access to sexual and reproductive health and rights (SDG Target5.6)

6. Women and girls have access to and fully participate in technological developments andfrontier technologies that are free of gender biases (SDG Target 5B)

7. Women and girls lead action for climate justice (SDG 13)

8. Sex-disaggregated statistics are gathered for evidence based policy making andmonitoring (SDG Target 17.8)

9. Enforceable legislation and inclusive policies are in place for the promotion of genderequality policies and the empowerment of all women and girls (SDG Target 5C)

10. Other (Please specify in the Comments box below)

Comments

Question A6. Please indicate the level of importance of the following SDGs and their related targetsfor UNESCO to pursue and prioritize in its Medium-Term Strategy for 2022-2029.

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IV.2 – Priority target groups

Youth

UNESCO’s current Operational Strategy on Youth (2014-2021) is closely aligned with the Youth 2030 – UNYouth Strategy. In all its fields of competence, across all programmes, UNESCO works with and for youth.The Mid-Term Review of UNESCO’s Strategy confirms that UNESCO has established an integrated andtransversal approach to youth engagement that enables youth, in all their diversity, to contribute to theimplementation of the SDGs.

Furthermore, at the 40 session of the General Conference, Member States underlined the importance ofyouth participation as a priority, emphasizing the need to further actively and meaningfully engage youth inUNESCO’s work (40 C/INF.30).



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Question A7. In your view, and in light of past experience, how best could UNESCO ensure thatyouth engagement is better integrated in the future Medium-Term Strategy for 2022-2029?

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Small Island Developing States (SIDS)

UNESCO is currently implementing the SIDS Action Plan for 2016-2021 that was developed in alignmentwith the UN Small Island Developing States Accelerated Modalities of Action (SAMOA) Pathway adoptedin 2014. In 2019, SIDS Member States gathered to reflect on the current Action Plan, the evolution ofneeds and priorities of SIDS, and to define an approach for the remaining implementation phase of thecurrent Action Plan (2016-2021), as well as for future actions post 2021. Member States noted that futureplans would have to take into account the outcomes of the SAMOA Pathway Mid-Term Review and thefourth international conference of SIDS likely to be held in 2024, which should lead to the SAMOA+10 era.



Question A8. What would you recommend for UNESCO to do during the period 2022-2029, in orderto respond more effectively to the needs of the SIDS? Please provide up to three recommendationson priority areas to be addressed.

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In order to take forward the 2030 Agenda, UNESCO must leverage partnerships (SDG 17) that arerelevant to its mandate, for greater impact, ownership and sustainability. UNESCO’s Comprehensivepartnership strategy (207 EX/11) captures new thinking on building a more open, engaging and outwardlooking UNESCO and recognizes a certain number of key partners and stakeholders that UNESCO wouldneed to engage with for the accomplishment of its mission. It also paves the way for a more integrated,synergistic approach to partnerships in the new Medium-Term Strategy. This should be read also inconjunction with UNESCO’s information document on its strategy for public awareness and advocacy (Ref.207 EX/5.III.E.INF and 209 EX/5.II.E.INF). Noting that UNESCO could not achieve its goals by its own,Member States underlined in their decision that “success will depend on fostering dynamic partnershipsthat leverage the strengths of [its] numerous partners” (40 C/Resolution 102).

V. PARTNERING FOR DEVELOPMENT


Question A9. Which innovations would you suggest in UNESCO’s approach to partnerships?Please limit to three proposals.

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Communication is not only a tool for visibility, it is also a means of engagement and advocacy.

VI. COMMUNICATION


High Medium Low

Social media

Digital content development (stories, video, podcasts)

Data and institutional information

Image and influence

Impactful publications

Public outreach

Media and press relations

UNESCO’s website

Other (please specify in the Comments box below)

Comments

Question A10. As part of a wider ambition to develop a renewed vision of the communicationfunction of UNESCO, please indicate which of the areas listed below should be given priority forinvestment in future (Scale: High/Medium/Low).

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ADDITIONAL COMMENTS


Question A11 (optional). Do you have any additional comments concerning the next Medium TermStrategy for 2022-2029?

THANK YOU

You have successfully completed the questionnaire on the Medium-Term Strategy for 2022-2029 (41 C/4).

You can proceed now with your replies toPART B - Questionnaire on the Programme and Budget for 2022-2025 (41 C/5)

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Part B

Questionnaire

on the preparation of the

Programme and Budget for 2022-2025 (41 C/5)


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In accordance with the quadrennial programme cycle adopted by the 36 session of the GeneralConference (36 C/Resolution 105), the Programme and Budget for 2022-2025 (41 C/5) will be the firstProgramme and Budget to be implemented in the context of the new Medium-Term Strategy for 2022-2029(41 C/4).

At the 40 session of the General Conference, Member States deliberated on the various aspects of thepreparation of the 41 C/5, and requested the Director-General to launch the preparation of the DraftProgramme for 2022-2025 and the related Budget for 2022-2023 (41 C/5) in accordance with the timelineand Roadmap adopted for the preparation of the Medium-term Strategy (40 C/Resolution 102 and 40C/Resolution 103).

Furthermore, as delineated in document 40 C/7, Member States decided that the 41 C/5 should beelaborated along the following principles: (a) setting priorities, shaping the programmes while sharpeningprogrammatic focus; (b) harnessing UNESCO’s multidisciplinary expertise to design and implementintegrated and holistic programmes in support of Member States to adequately address complex issuesand national priorities; (c) designing programmes with robust results frameworks and ensure greater, moresustainable impact; (d) strengthening monitoring and evaluation mechanisms and the formulation of exitstrategies and sunset clauses; (e) leveraging partnerships for greater impact, ownership and sustainability;(f) clearly setting out and implementing the accountability framework within which the Organizationoperates; (g) strengthening Results-Based Management; and (h) ensuring that the Organization’s financialmanagement model provides a robust and sustainable mechanism to support the delivery of the strategicobjectives set out by its Member States.

Please reply to the following questions in consistency with the responses you provided in Part A of thesurvey concerning the preparation of the future Medium-Term Strategy (41 C/4).

INTRODUCTION


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During the 40 session of the General Conference, Africa and Gender Equality were widely confirmed asglobal priorities to be maintained during the 2022-2029 period. I.1 – Africa

UNESCO’s current Operational Strategy for Priority Africa (2014-2021) including its six FlagshipProgrammes is closely aligned with the goals of the First Ten-Year Implementation Plan of the AfricanUnion Agenda 2063, and the 2030 Agenda for Sustainable Development (see also 200 EX/13.INF).Enhancing this alignment can be achieved by further mainstreaming UNESCO’s actions in favor of globalpriority Africa.

Taking into account the decision of the General Conference ( 40 C/Resolution 102), and in line with itsaction plan, UNESCO started the reflection on the impact of the current operational strategy. Lessonslearned from the implementation of flagship programmes will help develop new plans and modalities thatwould ensure significant contribution to the achievement of the 2063 African Union Agenda and the 2030Agenda Goals.

I. FOCUSING ON THE ORGANIZATION'S GLOBAL PRIORITIES


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Question B1. How could collaboration between UN Agencies and Intergovernmental Organizationsand UNESCO be improved to ensure more impactful implementation and greater visibility ofUNESCO’s action in and for Africa? Please provide up to three suggestions.

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I.2 – Gender Equality

UNESCO Internal Oversight Service (IOS) is currently conducting a comprehensive review of theimplementation of Priority Gender Equality in the last five years. The findings and recommendations of thisreview should ideally produce practical and realistic guidance for the implementation of this Priority duringthe next Medium-term period, including for the first cycle of the programme and budget.

I. FOCUSING ON THE ORGANIZATION'S GLOBAL PRIORITIES


High Medium Low

1. Develop a third Priority Gender Equality Action Plan (2022-2029)

2. Pursue transversal gender transformative initiatives across all areas of work

3. Design and implement an operational budget tracking tool

4. Enhance dedicated Gender equality expertise in UNESCO field offices, specifically at the regional level


Comments

Question B2. In your view, and based on relevant decisions of UNESCO's Executive Board to date,what would be the actions to be taken in order to achieve a greater impact of UNESCO’s work tosupport Global Priority Gender Equality? Please indicate your choice on a scale of High/Medium/Low.

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In their decision during the 40 General Conference (40 C/Resolution 102), Member States invited theDirector-General to “streamline programmatic activities with a view of enhancing UNESCO leadership ineducation, sciences, culture, communication and information which constitute its core mandate”. They alsonoted that the two consecutive Programmes and Budgets represent an opportunity for UNESCO “to furtherharness its multidisciplinarity, its expertise and experience in its fields of competence, stressing theimportance of inter-and intra-programmatic approaches, where appropriate, in order to strengthen itsposition within the United Nations development system, and achieve synergies and greater impact”.

II. ENHANCING UNESCO’S PROGRAMMATIC FOCUS


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Question B3. Please highlight up to 3 cases where UNESCO’s actions (including standard-settinginstruments; key publications; guidance material and tools; good practices, etc.) have had animpact on your agency/organization’s work and performance.

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High Medium Low

1. Leadership in the coordination of SDG 4 – Education 2030

2. Education and lifelong learning policies and plans

3. Technical and Vocational Education and Training

4. Youth and adult literacy

5. Higher education

6. Teachers

7. Education for sustainable development and global citizenship

8. Education for health and well-being

9. Gender equality in Education, including education for girls and women

10. Right to education

11. Education for vulnerable groups and Education in emergencies

12. Technology and Artificial Intelligence in education

13. Research and foresight

14. Curriculum development

15. Education for Early Childhood and Care (ECCE)

16. Data collection and analysis


Comments

II.1 - Prioritization of programmatic areas

Question B4. Bearing in mind the need to focus on the areas in which UNESCO has a clear addedvalue and comparative advantage within the UN system and on its contribution to the 2030 Agenda,and considering your agency/organization’s priorities for engagement with UNESCO, which of thefollowing programmatic areas should be prioritized in future (please also refer to the strategiccross-cutting areas of action identified in your response to Question A4)?

The list below is based on the current 40 C/5 programme.

EDUCATION

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High Medium Low

18. STI Policy and governance

19. Science-policy interface

20. Open science

21. Science diplomacy

22. Gender equality in science

23. Basic sciences and engineering

24. Biosphere reserves and ecosystems

25. Biodiversity

26. Climate change monitoring, mitigation and adaptation

27. Indigenous and local knowledge systems

28. Water Security

29. Geoscience

30. Disaster Risk Reduction



Comments

NATURAL SCIENCES

High Medium Low

33. Healthy ocean ecosystems and sustained ecosystem services

34. Effective early warning systems and preparedness for tsunamis and otherocean-related hazards

35. Increased resilience and adaptation to climate change and variability

36. Scientifically-founded services for the development of the sustainable oceaneconomy

37. Enhanced knowledge of emerging ocean science issues



Comments

INTERGOVERNMENTAL OCEANOGRAPHIC COMMISSION

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High Medium Low

40. Ethics and human rights (equity, inclusion)

41. Management of social transformation

42. Intercultural dialogue

43. Sport (physical education, anti-doping, traditional sports and games)



Comments

SOCIAL AND HUMAN SCIENCES

High Medium Low

46. World heritage (1972 Convention)

47. Illicit trafficking of cultural property (1970 Convention)

48. Return and restitution of cultural property

49. Museums (2015 Recommendation)

50. Cultural property in armed conflict (1954 Convention and its Two Protocols)

51. Underwater cultural heritage (2001 Convention)

52. Living heritage (2003 Convention)

53. Diversity of cultural expressions (2005 Convention)

54. Creative economy

55. Culture and emergencies

56. Cultural policies and sustainable development



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CULTURE

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High Medium Low

59. Freedom of expression and safety of journalists

60. Access to information

61. Digital transformation

62. Media and information literacy

63. Media development and journalism education

64. Documentary heritage preservation



Comments

COMMUNICATION AND INFORMATION

Any additional general comment?

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II.2 –Strengthening interdisciplinary and intersectoral work

At the 40 session of the General Conference, Member States underscored the need for UNESCO toharness its multidisciplinary expertise and experience in its fields of competence, and stressed theimportance of inter- and intra-programmatic approaches, with the aim of achieving greater synergies andimpact.

II. ENHANCING UNESCO’S PROGRAMMATIC FOCUS


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Question B5. In your view, and based on your agency/organization’s experience, how couldUNESCO best facilitate interdisciplinary approaches in programming and implementation, asneeded, in the next Programme and Budget?

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Field Office Network

UNESCO implements its activities in its Member States through a network of 53 field offices, whichoperate at regional, sub-/regional and national levels. In order to sustain relevance, better strategicpositioning and enhanced programme delivery, these field offices work in coordination with the programmeand corporate sectors at UNESCO Headquarters, with category 1 institutes and centres and in partnershipwith members of the UNESCO family, e.g. National Commissions for UNESCO, UNESCO Chairs, category2 institutes and centres, among others. Moreover, UNESCO works jointly with other UN agencies at thecountry level within the framework of the United Nations Sustainable Development CooperationFramework (UNSDCF).

The recent reform of the United Nations development system (UNDS) involves a set of far-reachingchanges in the way the System works. The reform shall reposition the UNDS to deliver on the 2030Agenda for Sustainable Development and ensure that it is agile, cohesive and responsive to a country’spriorities and people’s needs.

UNESCO has started the review of its field network configuration, informed by the United Nations reformas it unfolds. The review continues, also in pursuance of Member States’ guidance and decisions urgingthe Organization to align itself with the United Nations reform process (40 C/Resolution 102).

III. UNESCO’S PRESENCE IN THE WORLD


Question B6. In the framework of the global UN development system reform, and based on youragency/organization’s experience, what changes do you think UNESCO could make to optimize itsoperations at the regional, sub-regional and national levels?

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With a wide mandate encompassing numerous thematic areas and programmes in the fields of education,the sciences, culture, communication and information, UNESCO cannot achieve its ambitious objectivesalone. Acknowledging that global challenges are too great for any organization to tackle alone, MemberStates of UNESCO, adopted, at the 40 session of the General Conference, UNESCO’s ComprehensivePartnerships Strategy (207 EX/11). The overall purpose of the strategy is to establish a clear framework forleveraging partnership to enhance in a consistent and strategic way the impact and visibility of UNESCO’sprogramme and to ensure that partnerships contribute to optimal results for the achievement of theSustainable Development Goals.

The Organization is benefiting from the cooperation with a wide network of partners, including UnitedNations agencies, donors, Intergovernmental and Non-Governmental Organizations, and members of‘UNESCO family’, as well as other key constituencies and networks such as youth organizations, cities andbusiness. Among those partners and networks within UNESCO family, the Organization relies on anetwork of some 130 category 2 institutes and centres in some 70 countries, which implement projectsunder the auspices of UNESCO. In addition, over 700 higher education institutions in 116 countries,promote international inter-university cooperation and networking in key priority areas related toUNESCO’s fields of competence within the framework of the UNITWIN/UNESCO Chairs Programme.Some 34 International and Intergovernmental bodies, including category 1 institutes and centres andcommittees of global conventions, provide high-level expert guidance to the Organization’s mandate.

In your view and based on the experience and good practices of your agency/organization, pleaseprovide up to three suggestions to each of the following four questions.

IV. WORKING TOGETHER WITH ITS PARTNERS


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Question B7. How best can UNESCO harness cooperation with its partners and ‘family’ members toincrease synergies, efficiency and impact of its actions?

Question B8. How can UNESCO’s partnership with UN agencies and IntergovernmentalOrganizations be strengthened at country and regional levels, in the context of the global UNdevelopment system reform?

Question B9. How can UNESCO better foster interconnections among its partners, networks andkey constituencies?

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https://unesdoc.unesco.org/ark:/48223/pf0000370506?posInSet=1&queryId=6c308883-f0b2-43b1-b015-72d5130d2108

Question B10. How can UNESCO enhance its communication around and improve the visibility ofits partnerships?

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ADDITIONAL COMMENTS


Question B11 (optional): Do you have any additional comments concerning the future Programmeand Budget for 2022-2025?

THANK YOU

You have successfully completed both parts of UNESCO's Questionnaire Part A on the preparation of the Medium-Term Strategy for 2022-2029 (41 C/4);

and Part B on the preparation of the Programme and Budget for 2022-2025 (41 /5)

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unesco questionnaire - consultation of igos on the ... · unesco questionnaire director-general...

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