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International Labour Organization

Major Programme 200. Programming and Management

Summary of 1998-99 proposals and comparison with previous biennium (including funds from other sources)

200.1. The principal function of this major programme, on the basis of the policies established by the Conference and the Governing Body, and under the guidance of the Director-General, is to define the ILO’s programme of activities in collaboration with the other major programmes. The responsibilities of the major programme also include: monitoring and reporting programme implementation; carrying out studies with a view to increasing the efficiency of the Office so that it makes better use of its resources; evaluating all ILO activities; and ensuring, through effective internal supervision, that management policies and rules are respected and applied.

200.2. In addition to programming, the three main functions of the major programme are monitoring, evaluation and internal auditing which, together, constitute the pillars of a comprehensive and cost-effective system of internal oversight. The combination of these functions contributes to the overall effectiveness of the Office by serving as a major input into the preparation of future programmes. It also responds to the expressed wish of constituents for greater transparency and improved reporting to the Governing Body.

200.3. The resources for this major programme are some $347,000 lower in real terms than in the biennium 1996-97. This decrease is due to the deletion of any specific provision for seminars and workshops on programme and project evaluation in the regions, although such seminars will continue to be held at the initiative of the regional major programmes, using regional RBTC resources. Other decreases include a reduction of 2/00 General Service work-years as a result of the introduction of advanced office technologies and a limited reduction of 0/04 Professional work-years.

Programme planning and coordination

200.4. The objective of this subprogramme is to provide the senior management of the Office, the Director-General, the Governing Body and the Conference with the analyses and documentation that they require for discussions on the strategic planning of ILO programmes, for the setting of priorities and for decisions relating to programme implementation. The main outputs are expected to be:

(a)

the preliminary consultation document for discussion by the Governing Body in March 1998 presenting policy issues, programme emphases and resource levels, and if required, a further document for discussion by the Programme, Financial and Administrative Committee in November 1998, in order to obtain guidance for the preparation of the Programme and Budget proposals for the biennium 2000-01;

(b)

the Director-General’s Programme and Budget proposals for the biennium 2000-01;

(c)

a consolidated report on ILO activities during the biennium 1996-97 for submission to the Conference in 1998, and interim reports to the Programme, Financial and Administrative Committee on progress in implementing the approved programme, as required by the Committee; and

(d)

internal analyses derived from the programme implementation monitoring system to enable the Director-General and the senior management of the Office to: assess and control implementation of the approved programme, including in particular the action programmes; take corrective action to deal with problems in programme implementation; analyse and make recommendations for the allocation of regular budget resources and Programme Support Income; and, if necessary, make recommendations for programme adjustments to take account of new substantive priorities, internal reorganizations and the financial situation of the Organization.

Management advisory services

200.5. The objective of this subprogramme is the increased efficiency and effectiveness of ILO services. In 1998-99, emphasis will be placed on identifying opportunities to simplify work processes, eliminate redundancies and duplication and determine the scope for contracting out administrative operations where they can be performed at lower cost and to acceptable levels. The improved effectiveness of the services provided to member States will be sought primarily through the more effective use of information technology in the Office’s information services. The work of the subprogramme will contribute to the oversight function of the major programme by proposing organizational and procedural changes in Office operations based on audit and evaluation findings.

200.6. In the biennium 1996-97, cost reduction measures for printing, health insurance, external translation, and typing were introduced through a combination of the streamlining and rationalization of operations and contracting out parts of these services. In 1998-99, these initial measures will be extended and reinforced as experience is gained with working with external providers of services and as further opportunities for cost savings are identified. Current measures to rationalize and computerize personnel operations will be extended as new information technology offers further scope for enhanced efficiencies.

200.7. The use of the Internet to provide services to constituents will be greatly expanded in 1998-99. By then, if not earlier, ILO documents and reports for meetings will be dispatched over the Internet to constituents with the technical means of receiving them, thereby saving on postage costs and considerably enhancing the speed of delivery. Constituents will also benefit from easier and faster access to the wealth of data on labour law, labour statistics, safety and health and social policies contained in the Office’s databases. Work will be carried out to determine how to organize and present this information so that it is of the greatest value to member States. Work also began in 1996 on the use of Internet technology to create internal communication systems, referred to as Intranet, for the use of ILO officials in Geneva and in the regions. Internal Office circulars, reports and the electronic processing of administrative routines will be based on the Intranet, reducing the need for paper and filing and the time needed for approval. This work will be carried out in close cooperation with major programme 185 (Information technology and communications).

Evaluation

200.8. Evaluation is a crucial function in the Programming and management of high-quality services that meet the needs of constituents, particularly in view of the requirement for greater transparency and accountability in the ILO’s activities in a world that is increasingly concerned with “value for money”. Regular monitoring helps to identify constraints with a view to taking timely corrective action. Evaluation also plays an important role in focusing activities on the priority problems and needs of constituents and in guiding new Office policies and programmes. The objective of this subprogramme is the improved planning, monitoring, evaluation and reporting of ILO activities at headquarters and in the field. In pursuing this objective, the work of the subprogramme will contribute to the fulfilment of the oversight function of the major programme. This work also includes activities to enhance the capacity of ILO constituents to prepare, formulate, monitor and evaluate technical cooperation activities.

200.9. During the biennia 1994-95 and 1996-97, the basic concepts, tools and procedures of the monitoring, evaluation and reporting system (MERS) were formulated, tested and consolidated. Under this system, annual self-evaluations, thematic evaluations and ad hoc independent evaluations provide feedback on the Office’s work. Training will continue to be provided for ILO staff and constituents on the concepts, methods and tools of evaluation. Updated versions will be developed of the MERS guide and computer application incorporating the lessons learned from their application. Other evaluation guidelines and guides will also be updated and revised. The Project Information Listing System (PILS) and the Programme and Project Evaluation (PROGEVAL) databases will be developed in a manner that is more accessible to ILO staff and constituents. Feedback from evaluation activities will be published regularly and contributions will be made to inter-agency work on evaluation questions. By the end of the biennium, units at headquarters and in the field will have incorporated annual workplans, regular progress reviews and annual self-evaluations into the monitoring and evaluation of their activities. An increased number of units will be using the MERS computer application.

Internal audit

200.10. The internal audit function provided for under this subprogramme in accordance with article 30(d) of the Financial Regulations of the Organization are an integral part of the oversight function of the major programme, and consist of a managerial control that measures and assesses the effectiveness of other controls and compliance with ILO policies and procedures. The objectives of these activities are to ensure: sound internal control at reasonable cost; compliance with ILO rules, regulations, policies and procedures; the economical and efficient use of resources and the soundness of management practices; the accuracy of the accounting, financial and other data used for management information; and the security of ILO assets. The work programme is coordinated with that of the External Auditor, who is kept informed of its findings and recommendations and the corresponding follow-up action.

200.11. The work programme for the biennium 1998-99 will continue to include reviews of selected functions, systems, policies and procedures at headquarters, and field audits of external offices, multidisciplinary advisory teams and technical cooperation projects. Although part of the Bureau of Programming and Management for administrative purposes, the Internal Auditor exercises operational independence under the authority of the Director-General, as prescribed by article 13(10) of the Financial Rules of the Organization. He is authorized to carry out independent audit examinations and to make any reports to the Director-General that he considers necessary, in order to assist him to fulfil his internal oversight responsibilities. The Internal Auditor also makes recommendations to improve the control aspects of systems, procedures and activities and follows up the implementation of these recommendations. When necessary, he participates in investigations of possible cases of fraud or the wastage of resources. Following the decisions of the Governing Body in November 1996 relating to the provision of greater autonomy and independence to the Internal Auditor, he will henceforth be required to submit annual reports to the Programme, Financial and Administrative Committee of the Governing Body, and he may also submit additional reports at any session, should he deem this to be necessary.

200.12. This subprogramme is also responsible for the internal audit of the accounts and financial activities of the Turin Centre, for which the Centre provides 1/00 Professional work-year shown under “Other sources” in the table above.