Definition of results based management and results based budgeting

(b) Results based management

B. Results based management

B. Results based management

(g) The production of a new document with the above adjustments, both at 2004 2005 and 2006 2007 cost levels, resulted in immaterial variations of a technical nature in items that were not directly affected by the above adjustments.

Adjustment of processes procedures practices (e.g. results based management budgeting, work process re engineering) ___________

Programme Component F.1.3 Partnerships with Organizations of the Private Sector and of

They will thus constitute the basis for determining future outcomes and performance indicators.

The Review led to a reaffirmation of the organization's commitment to instituting RBM.

It fosters a culture of transparency and accountability and of striving to improve the performance of UNIDO's activities.

General description The programme component is an integral part of UNIDO's continuous improvement process and organizational learning.

Representatives encouraged the full integration of result based management in the Office's policy and operational practices.

The process started with a senior management retreat in December 2004, exclusively devoted to RBM, which set in motion a comprehensive and participatory exercise aimed at ensuring a full and common methodological understanding of RBM, and providing clear definitions of RBM concepts, techniques and terminology.

It is encouraging to note that the new guidelines take into account the principles of results based management.

It also responds to the particular importance that UNIDO's Member States attach to RBM as a management tool for improving organizational performance, enhancing transparency of reporting process and thus accountability.

The programme and budgets contained in this document follows the application of principles of results based management (RBM) for the first time in a comprehensive manner.

(a) The understanding of the concepts and RBM system will be strengthened through training, workshops and learning by doing .

(b) Major UNODC programming activities undertaken in line with the result based management approach.

Being the first biennial budget based on the concept of results based management, the Programme will continue to guide and collaborate with other programmes to strengthen and refine the concept and implementation, including measurement towards an improved application of the principles of results based management.

Results based management

Results based management

In paragraph 260 of its report, the Board encouraged UNFPA to continue with its development of results based management and results based budgeting in coordination with other organizations in order to benefit from best practices and lessons learned.

Headquarters accountabilities include the improvement of systems, guidance and learning resources for results based management, drawing on lessons from the field.

The Member States and the External Auditor have positively commented upon the actions taken by the Secretariat in introducing RBM in the Organization.

Comment by the Administration. UN Habitat has been implementing results based management since 2000, in full compliance with the guidelines of the Programme Planning and Budget Division at United Nations Headquarters.

In paragraph 260, the Board of Auditors encouraged UNFPA to continue with its development of results based management and results based budgeting in coordination with other organizations in order to benefit from best practices and lessons learned.

The Secretariat noted that, with the recent introduction of results based management, divisions would have objectives work plans that could be cascaded down to staff members as individual objectives.

(i) A Results Based Management Board has been established to provide overall leadership for UNHCR in its efforts to institutionalize results based management.

A major effort was thus undertaken to ensure the full commitment of staff to the principles of RBM being adopted and to determine the relevant performance indicators.

The adoption by UNIDO of the results based management approach is described in greater detail in the Annual Report 2004 (IDB.30 2, chap.

One key challenge will be to develop a structured, automated system to capture and manage relevant information in support of the evolving RBM process.

Technical expertise is also being provided in support of the organization's work in developing results based management and standards and indicators.

The existence of these detailed strategic planning documents greatly facilitated the preparation of the programme and budget document in line with RBM principles.

Given this definition of RBM, results based budgeting constitutes the basis for aligning resources to results in this framework.

Regular training on results based budgeting would continue.

It also welcomed the move towards results based budgeting.

The basic thrust is fully in compliance with one of the central features of the United Nations wide reforms the emphasis on improving performance through the adoption of RBM.

In the second half of 2004, a study on progress to date in UNHCR's efforts to introduce results based management (RBM) laid foundations for the development of a more comprehensive results based approach to managing UNHCR's operations.

33. Stresses the importance for the United Nations development system to improve strategic planning, while noting that results based management, accountability and transparency of the United Nations development system are an integral part of sound management

All of these models assume outcomes on the basis of existing policies.

The Section also acts as the Secretariat to the Results Based Management Board.

The successful introduction of RBM in any organization is contingent upon a common understanding of the concepts and principles of RBM, which must be adapted to the specific requirements of the individual organization.

There should be a closer relationship between resource mobilization and field activities multi year funding frameworks were preferred in that regard, for they were an effective tool for enabling the operational agencies to sharpen the focus on the recipients and on results based management.

IADB also encouraged co management or self management of projects.

In addition, cross cutting strategies of results based management, knowledge management and evaluation address management roles and results based targets for these functions.