CEB agreed that results-based management was a key part of the effort to reform the business practices of institutions throughout the United Nations system. It decided to expand its analysis of the subject to include the related issue of performance management, in order to review the incentives that existed within the system to enhance performance.
Please note: only publishing dates after March 2013 may be considered reliable.
Pages tagged with Results Based Management (RBM)
In line with the earlier discussion of CEB, the Senior Management Network and its Leadership Development Programme had been launched. The key objective of those initiatives was to inculcate among senior officials a new corporate culture to further system-wide coherence. Senior Management Network membership would initially consist of approximately 600 to 1,000 senior staff. The Board highlighted the need to strengthen the competencies and training of staff.
During the reporting period, the High Level Committee on Programmes and the High-level Committee on Management continued the innovative practice of joint meetings that they had begun in 2006 in order to address cross-cutting issues from both a programme and a management perspective. Those meetings were intended to address major emerging issues relevant to the work of both committees that were of importance across the work of the United Nations system.
CEB continued its consideration of management issues in a more integrated and concrete fashion over the 2006/07 period with the support of its High-level Committee on Management. The Committee and its networks had recently given considerable time and attention to the subject of management harmonization and reform within the competence of United Nations system executive heads, with the aim of sharing information, avoiding duplication of efforts, identifying successful experiences as benchmarks and setting common directions for future work.
HLCM aims to develop a consolidated and trust based relationship with Member States on the level and quality of controls in place in the organizations to allow for rationalized oversight, more focus on key risks and better internal resource allocation.