Executive Board Two hundred and fourth session

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1 Executive Board Two hundred and fourth session 204 EX/PG.INF PARIS, 26 March 2018 English and French only REPORT OF THE PREPARATORY GROUP MARCH 2018 SUMMARY This information document contains a summary of the discussions, with flagged issues, that took place at the meeting of the Preparatory Group of the Executive Board held on 15 and 16 March The Preparatory Group of the Executive Board met on 15 and 16 March 2018 and held four (4) meetings. The Chairperson of the Executive Board, Mr Byong-hyun Lee, acted as temporary Chairperson to open the first meeting. Ms Denise Houphouët-Boigny (Côte d Ivoire) was elected as Chairperson and Mr Jesus Enrique Garcia II (Philippines) was elected as Vice-Chairperson. 2. The revised terms of reference of the Preparatory Group of the Executive Board are set out in 203 EX/Decision 13. The Group is tasked with contributing to the efficient preparation of regular sessions of the Executive Board and facilitating its decision-making. 3. The Preparatory Group adopted its provisional agenda (204 EX/PG/1.INF.Prov.) and timetable (204 EX/PG/1.INF.2.Prov.) and examined seven (7) items on the agenda of the 204th session of the Executive Board that were assigned to it following consultations with the Bureau of the Executive Board and ensuring that all electoral groups were consulted. Item 4 Execution of the programme adopted by the General Conference Part I Analytical programme implementation report (APIR) for Item 5 Follow-up to decisions and resolutions adopted by the Executive Board and the General Conference at their previous sessions Part II Part II.A Part II.B Management Issues Sustainability of the field network Resource Mobilization Strategy and Structured Financing Dialogue Item 16 Item C/5 implementation plan Collection of Member States contributions, cash flow implications and contingency plan Part II.A Report by the Director-General on the cash flow implications Job:

2 204 EX/PG.INF page 2 Item 21 New audits by the External Auditor Item 22 Internal Oversight Service (IOS): annual report 2017 Item 28 Education for Sustainable Development (ESD) beyond The Preparatory Group was assisted by the secretariat of the Preparatory Group, represented by Mr Tee Wee Ang (Secretary), by Ms Bilyana Grujic (Deputy Secretary), and by Ms Sandra Gallet (GBS). 5. All the delegations congratulated Ms Houphouët-Boigny and Mr Garcia on their election as, respectively, Chairperson and Vice-Chairperson of the Preparatory Group, and commended the efforts of the Ambassador of Greece and the Deputy Permanent Delegate of Saint Vincent and the Grenadines who had withdrawn as candidates in order to enable a consensus. One Member State welcomed the consensual end to what was, in her delegation s view, a highly politicized process marked by prejudgements. Another Member State expressed the hope that the candidates who had withdrawn would continue to make valuable contributions to the work of the Preparatory Group. The importance of achieving a balance between the work of the Finance and Administrative Commission (FA) and Programme and External Relations Commission (PX), and of reducing the agenda of subsequent meetings of the Preparatory Group was emphasized. 6. The Chairperson emphasized that the purpose of the Preparatory Group was to contribute to the efficient preparation of regular sessions of the Executive Board and facilitate its decision-making. In this regard, the Preparatory Group s report would become a useful tool that the Board could refer to for this purpose. Item 4 Execution of the programme adopted by the General Conference Part I Analytical programme implementation report (APIR) for The representative of the Director-General (DIP/BSP) introduced the item, recalling that the Analytical Programme Implementation Report (APIR) was intended to inform Member States of the main trends and lessons learnt from the implementation of activities and the results achieved by the programme sectors and central services, as well as the resources mobilized during the quadrennial period He said that despite the challenges, the Organization had managed to implement the programme and attain the main expected results according to the plans, which had required budgetary and financial adjustments. Of the 51 expected results concerning the major programmes and the UNESCO Institute for Statistics (UIS), 11 had been evaluated as being partially achieved and consequently 40 as being fully achieved. In the majority of cases, partial achievement was due to shortage of funding and staff, as well as to external challenges connected with the situation in Member States. Some sectors had considered that they should be even more rigorous in implementing goals. 8. Twenty-five Member States took the floor on this item. The Member States welcomed the quality of the report and its importance as a tool and a reference document to assist in decisionmaking and provide an overall view of the implementation of UNESCO s activities. Several Member States questioned the format of the report and expressed regret that some parts were ambiguous in nature and that there was a lack of homogeneity in terms of analytical material between the different sectors. They were of the opinion the report would benefit from being shorter and more succinct, and providing more figures and graphic indicators rather than text. One Member State nevertheless considered that the adjectives used in the report helped refine the message to be transmitted. Another observed that priority Africa and priority gender equality warranted being placed at the beginning of the report. 9. It emerged from the discussion that a more strategic approach should be adopted to assess the impact of programmes and concrete results on the ground, at the country level. The Member

3 204 EX/PG.INF page 3 States considered that the qualitative aspect and the indicators should be further developed to add detail to the evaluation and make it more consistent; it was important to highlight the reasons that led certain results to be partially achieved. The participants were alarmed by the reduction by one third of the UIS staff due to budgetary problems which could have dramatic consequences for the monitoring and evaluation of the impact of the implementation of the Organization s programmes. 10. The Organization s main difficulty during the period covered by the report was connected to budget cuts, which had led to a restructuring and reorientation of programmes and to staff redeployment. Although the efforts made by the Organization to rise to the challenges in terms of financial and human resources were welcomed, one Member State referred to what was deemed the Organization s difficult financial situation. In that regard, the Group s members were of the opinion that it was important to have a more predictable level of resources and they wondered whether progress had been made in that field. One Member State asked for clarifications as to the contribution of results-based budgeting, and the impact of the integrated budget framework in programme execution. Another asked whether the achievements presented in the report were due to regular budget funds or the Organization s funds as a whole. Concerning the mobilization of extrabudgetary resources, it was noted that there was an imbalance between sectors. One Member State was concerned that extrabudgetary resources might outweigh regular budget resources. 11. Several Member States drew attention to the need to improve UNESCO s visibility and make its programmes attractive to external partners. They wondered whether the results achieved had raised the profile and confidence in the Organization among Member States and the international community. Concerning the partnership established with the World Bank to implement joint policy initiatives on city recovery and reconstruction, a Member State was concerned that the Organization was on the road to privatization, which would complicate the achievement of objectives arising from its mandate. Concerning the 60,000 press articles mentioning UNESCO, one Member State asked for the classification method used, as some articles could be negative. The Member State also questioned the wording of the paragraph in the report about UNESCO being well known with a strong image. 12. Most of the Member States emphasized the need to strengthen intersectoral collaboration and synergy between sectors, category 1 and 2 institutes and centres, as well as to clarify coordination between activities at Headquarters and in the field. One delegate expressed the hope that the report would place greater stress on intersectoral activities, young people and Small Island developing States (SIDS). One Member State regretted the fact that the report lacked cross-references to category 2 institutes and centres. 13. As regards priority Africa, while commending the efforts made to give it a substantial share of the regular budget and more extrabudgetary funds, several Member States deemed it necessary to better evaluate the real impact of the investment on the ground. One Member State welcomed the innovative initiatives and partnerships established to support priority Africa, and asked for greater participation of the programme sectors and more information as to their contribution to the priority. One Member State asked for additional information about the support mobilized to implement the UNESCO Operational Strategy for Priority Africa ( ). Another wished to see greater cooperation and systematic work on the 2063 Agenda of the African Union. 14. Recalling that in the second semester of 2017, Major Programme I had had to freeze $3.6 million, which had delayed all of its activities, two Member States expressed concern as to the difficulty of finding funds and hoped that more resources would be mobilized in the future in the field of education, where much remained to be done. A Member States stressed the need to strengthen higher education, citing the UNESCO International Institute for Higher Education in Latin America and the Caribbean (IESALC) as an example, as well as the strategy on teachers and the need to relaunch the literacy programme. 15. Several Member States referred to the importance of Internet universality indicators, which should be developed, and asked how they could reply to questions from Member States in the field.

4 204 EX/PG.INF page Noting that the target concerning indigenous peoples had been shown as having been achieved in the report, one Member State asked for details about the projects implemented, cooperation and the evaluation of activities carried out in the field. A consultation on the matter might be worth envisaging according to this Member State. 17. The representative of the Director-General (DIR/BSP) then answered the general comments made by Member States. He said that the document would not be modified before the Board session but that the information presented to financial partners would be the subject of adapted documents. He emphasized that the APIR brought together data concerning all activities, all funding sources (regular budget/extrabudgetary resources) and all places of implementation (Headquarters/field, category 1 and 2 institutes and centres) regardless. Impact, which was not always immediate, remained an aspect that was difficult to gauge. Much remained to be done, moreover, in terms of intersectorality. During the Board session, the Director-General would return to the situation, described as critical, of UIS, an essential part of UNESCO. A specific 12-page document on strategy by country (principal activities and priorities, United Nations Development Assistance Framework (UNDAF), and so on) would be submitted to Member States. The robustness and predictability of funding (and payment of contributions) would also be the subject of a separate document that the Bureau of Financial Management (BFM) would submit to the Board. 18. The representative of the Education Sector (ED) listed the main obstacles (contingency plan, political problems, and so on) to the full achievement of certain expected results (ER 1, ER 3 and ER 6). He confirmed that the efforts made to further mobilize funds and strengthen the presence and effectiveness of UNESCO in Africa were bearing fruit (technical and vocational education and training (TVET), teacher training, Sahel, etc.). Concerning visibility and intersectorality, he gave the example of cooperation between the Culture Sector and the Chanel Foundation under the flagship CapED Programme, combining skills strengthening, empowerment of young people and women, cultural heritage and sustainable tourism. Concerning IESALC, discussions had taken place with the new Director of the Regional Bureau in Santiago and would be held with the Latin America and Caribbean Group (GRULAC) in a search for solutions. Literacy and teacher training would be the subject of additional fundraising. Under the contingency plan, the Sector had above all endeavoured to limit the damage by focusing on efforts in priority fields and by reorganizing resources. Lastly, in the face of competition from major partners, the representative stressed that UNESCO would remain, in standard-setting and operational terms, lead agency in the field of education, in particular assisting Member States to achieve the Sustainable Development Goals (SDGs). Although it had few resources, the Organization could in fact count on the unquestioned assets which constituted its comparative advantage: its mission, experience, know-how, visibility and contacts. 19. The representative of the Culture Sector (CLT) said that the mobilization of extrabudgetary resources had advanced in some fields (Africa, cultural heritage, intangible heritage and diversity of cultural expressions) but should be strengthened in others (combating trafficking, underwater heritage, protection of the heritage in crisis situations). She emphasized the support provided by Member States in implementing the 2030 Agenda and said that in the framework of partnerships with the World Bank, funds were received directly by countries (government and institutions), with UNESCO ensuring only that culture was included in the activities financed in this way. 20. The representative of the Sector for External Relations and Public Information (ERI), for his part, explained that owing to a lack of resources, the tools for monitoring the Organization s presence in the press supplied only quantitative information. He invited Member States to consult the monthly visibility reports, which contained more detail. Lastly, he recalled that UNESCO was one of the international organizations with the highest profile in the world. 21. The representative of the Natural Sciences Sector (SC) welcomed the interest in the issue of indigenous peoples, which was covered by a vast range of activities, and said that a brochure on UNESCO s policy thereon was being prepared. The various programmes linked to biosphere reserves moreover took due account of indigenous knowledge.

5 204 EX/PG.INF page The representative of the Social and Human Sciences Sector (SHS) referred to several examples illustrating the Sector s communication efforts, supporting the Organization s positive visibility and advocacy work. Two UNESCO programme specialists had recently been designated United Nations focal points on the issue of vulnerable populations, thereby showing their expertise in relation to other agencies. As regarded priority Africa, the Sector was closely involved in the Pan- African Youth Forum, which concerned capacity building for young people. It also took part in the regional consultations conducted by the United Nations system on the role of young people in peacebuilding (United Nations Security Council resolution 2250 (2015)). The representative said that for the purposes of evaluation, briefing notes were now drafted at the end of each training session. Lastly, she emphasized that impact analysis required resources. 23. The representative of the Africa Department recalled that cooperation between UNESCO and the African Union (AU) did indeed take place (regional coordination mechanism in the fields of culture, education and STI, follow-up to AU resolutions on the school of peace in Côte d'ivoire and the reconstruction of Mali, alignment of document 39 C/5 with the AU s Agenda 2063, participation of UNESCO in the AU Summit, coordination with the focal point of the Office in Addis-Ababa, participation in the programming committee of the forthcoming conference on the implementation of the SDGs in Africa, and so on). 24. The representative of the Communication and Information Sector (CI) emphasized the intersectoral cooperation actions, in particular with ED (open educational resources, ICT competency framework for teachers), SHS (ethical dimensions of the information societies, prevention of violent extremism) and the Division for Gender Equality. Moreover, he pointed out that an initial plan of action had been developed in the framework of the International Year of Indigenous Languages (2019), of which UNESCO was one of the lead agencies. The Internet universality indicators, developed under the aegis of the International Programme for the Development of Communication (IPDC) on the basis of the ROAM principles (Rights, Openness, Accessibility and Multistakeholder participation) would be tested over the course of the year. The result of a broadbased process of global and regional consultation carried out over 18 months amongst Member States, experts, academics, technical specialists as well as representatives of civil society, the indicators would allow the creation of an Internet map of each country, measuring, amongst other things, freedom of expression, access to information, gender equality, Internet culture and open educational resources, facilitating progress by countries in all those domains, in particular on a policy level. Member States could use those indicators on a voluntary basis. 25. In response to a Member State, the representative of the Director-General (DIR/BSP) explained that the APIR had been designed to reflect the results of the C/5 document, but that the idea was effectively to cross-check that information on the UNESCO Transparency Portal. Consultations were planned with the Internal Oversight Service (IOS) in preparation for the next C/5 document, to which specific indicators could be integrated to measure country-level impact. One last Member State spoke to suggest that that impact be evaluated not by the Secretariat, already overloaded and lacking resources, but by the Member States themselves. 26. Following the discussions of the Preparatory Group, the following points were flagged for the attention of the Executive Board: Member States appreciated the quality of the Analytical programme implementation report (APIR). They recognized its importance as a tool and a reference document to assist in decision-making, and considered that: o the report would benefit from being shorter and more succinct, with more figures and graphic indicators; o greater emphasis in the report should be made on reporting on priority Africa and priority gender equality;

6 204 EX/PG.INF page 6 o a more strategic approach should be adopted to assess the impact of programmes and concrete results on the ground; o the qualitative aspect and the indicators of the report should be further developed to add precision to the evaluation, and made more consistent across all programmes; and o the reasons that led to the partial achievement of certain results should be highlighted. Member States expressed serious concern about the reduction by one third of UIS staff due to budgetary problems, which could dramatically affect the monitoring and evaluation of the Organization s impact. Member States emphasized the need to improve UNESCO s visibility and make its programmes attractive to external partners. In this regard, it was questioned whether the results achieved had successfully raised the profile and confidence in the Organization among Member States and the international community. Member States also underlined the need to strengthen intersectoral collaboration, and the synergy between sectors, and category 1 and 2 institutes and centers; as well as to clarify the coordination between activities at Headquarters and in the field. In this regard, it was also suggested that the report should place greater emphasis on intersectoral activities, youth and SIDS. Concerning priority Africa, while efforts to provide it with a substantial share of the regular budget and with more extrabudgetary funds were commended, it was deemed necessary to better evaluate the real impact of the investment on the ground. Member States also requested for more information about the support mobilized to implement the UNESCO Operational Strategy for Priority Africa ( ), as well as for greater cooperation and more systematic work within the framework of the African Union s 2063 Agenda. Member States also expressed their interest on a number of themes, notably: o the need to strengthen higher education; o the need to relaunch the literacy programme; o the importance of Internet universality indicators; o the request for more information on activities concerning indigenous peoples. Item C/5 implementation plan 27. The Chairperson invited the representative of the Director-General (DIR/BSP) to introduce item 16. The representative explained that following a Member State s withdrawal, document 39 C/5 had been the subject of a new implementation plan (with $518 million), the corresponding programme targets and revised budget being set out in document 204 EX/ Four Member States spoke under the item. They welcomed the gathering of the information into one document which gave a global and full view of the budget rather than just presenting adjustments. One of them was surprised by the small amount allocated to gender equality in the Culture Sector. He also asked how the deficit of $333 million would be financed, and also underlined

7 204 EX/PG.INF page 7 the large disparities between the amounts allocated to Headquarters and to field offices. Another would have liked the changes to the previous version highlighted, and asked where to find details of the assignment of field office staff. 29. The representative of the Director-General pointed out that the weight of the statutory activities of the six cultural conventions explained the small percentage of the budget allocated to gender equality in the Culture Sector. The growing amount of extrabudgetary resources could offer a solution a solution deemed very relevant, in all respects, by a Member State, for whom creativity with regard to funding sources was essential. The representative then explained that the $333 million mentioned did not correspond to a deficit but to a realistic evaluation of the expected extrabudgetary resources, based on historic and current trends. He concluded by saying that detailed information on field office staff was available online in the comprehensive tables of the C/5 document. Moreover, adjustments had been made to the allocated amounts. The budgetary and programme structure remained unchanged. 30. Following the discussions of the Preparatory Group, the following points were flagged for the attention of the Executive Board: Member States welcomed the gathering of the information into one document which gave a global and full view of the budget rather than just presenting the adjustments made. Following the technical adjustments by the General Conference in the Appropriation resolution as requested by the Executive Board to reflect the withdrawal of some Member States from UNESCO, and taking into consideration that the budgetary and programmatic structure has remained unchanged, the Executive Board might wish to examine this item without debate. Item 20 Collection of Member States contributions, cash flow implications and contingency plan Part II.A Report by the Director-General on the cash flow implications 31. The representative of the Director-General (CFO) introduced Part II.A of item 20, stressing that cashflow of the Organization had improved compared to the considerable risk reported at the 202nd session of the Executive Board and the 39th session of the General Conference. The improved cashflow was attributable to: $33 million in advance payments of 2018 assessed contributions from 12 Member States; $27 million unspent 38 C/5 budget due to the implementation of the Contingency Plan from June 2017; and of the three Member States with the largest arrears against the expenditure plan, two had paid in full and one had partially paid its arrears in the last few weeks of December She also reported that 45% of the assessed contributions for 2017 had been received by the end of February. The amount received thus far was the highest compared to the levels at the same time in previous biennia. 32. During the discussion that followed, six Member States took the floor. Some speakers thanked Member States that had made advance payments in assessed contributions, while emphasizing that payment of assessed contributions was a constitutional obligation for Member States. It was also pointed out that assessed contributions were essential for the implementation of the programme and budget (39 C/5) approved by the General Conference, while extrabudgetary funds normally had limitations or conditions attached. In that regard, the focus should be on raising funds that respected the substantive and normative work of UNESCO to ensure that the Organization s approved priorities could be met. One Member State asked what could be done to give the Director-General authority to ensure that Member States complied with their constitutional obligation, to which the representative of the Director-General responded that document 204 EX/20 Part I.B provided preliminary recommendations in that direction.

8 204 EX/PG.INF page One Member State noted that the cash forecast for showed a cash surplus for the first nine months of 2018 but the Organization would be in deficit from October to December 2018, even though there was a carry forward of unspent funds from the previous biennium. She asked what plan was being put in place and whether the Board would be requested to authorize the spending of the $27 million budget savings of document 38 C/5. The representative of the Director- General clarified that the Organization took a very conservative view concerning the spending of the budget surplus when it came to cashflow forecasting. In addition, the cash forecast, where a Member State had not provided the timing of payment, was based on Member States recent payment patterns. 34. Member States also requested information on document 204 EX/20 Part II.B on the use of the $27 million unspent budget of document 38 C/5. They wanted to know the content of the document, a preview of what was expected and what priorities were being proposed for funding. The representative of the Director-General (DIR/BSP) highlighted that proposals would be made to use part of the $27 million for pressing needs and non-negotiable expenses not foreseen in the programme and budget (39 C/5), which would be discussed at the 204th session of the Board. The remaining amount would be kept for discussion at the 205th session, pending the initial recommendations of the Director-General s reform process. 35. Two speakers raised questions concerning the expenses not foreseen in the programme and budget (39 C/5), particularly since under the contingency plan, important statutory meetings had been suspended owing to a lack of resources, which were considered as a priority by many Member States. The representative of the Director-General (DIR/BSP) regretted that document 204 EX/20 Part II.B had not been finalized before the meeting of the Preparatory Group and he was therefore not in a position to answer more fully. 36. Following the discussions of the Preparatory Group, the following points were flagged for the attention of the Executive Board: The Preparatory Group thanked Member States that had made advance payments in assessed contributions, while emphasizing that payment of assessed contributions was a constitutional obligation for all Member States. The Preparatory Group noted that 45% of the assessed contributions for 2018 had been received by the end of February, which represents the highest level as compared to the levels at the same time in previous biennia. Member States emphasized that fundraising efforts should focus on raising funds that respected the substantive and normative work of UNESCO to ensure that the Organization s approved priorities could be met. Member States requested more information about how the $27 million unspent budget from the 38 C/5 would be used, and noted that part of this amount was proposed for pressing needs and non-negotiable expenses not foreseen in the 39 C/5, pending the discussion and decision by the 204th session of the Executive Board (204 EX/20 Part II.B). Member States also noted that the remainder of the unspent budget would be kept for discussion at the 205th session of the Board, based on the Director-General s proposals for reform.

9 204 EX/PG.INF page 9 Item 5 Follow-up to decisions and resolutions adopted by the Executive Board and the General Conference at their previous sessions Part II Part II.B Management Issues Resource Mobilization Strategy and Structured Financing Dialogue 37. Prior to the introduction of Part II.B of item 5 by the representative of the Director-General, the Vice-Chairperson pointed out that considerable efforts had been made towards an integrated budget framework, which was reflected in document 39 C/5. Through that exercise, the gaps in funding and the imbalances across the sectors of the Organization had been identified, and which the resource mobilization strategy and structured financing dialogue (SFD) aimed to help fill. He noted that since the Addendum and information document for the item were not available in time for the work of the Preparatory Group, as one delegation had raised earlier, this would inhibit discussion on the item. 38. The representative of the Director-General apologized for the delay in publication of documents, owing to last minute modifications. He highlighted the key elements of the final draft of the resource mobilization strategy for , as well as updates on the funding gap and the SFD partners meeting, which was planned for September The revised resource mobilization strategy outlined specific targets and timelines, including on: the filling of the funding gap; preparation of resource mobilization plans by UNESCO field offices; the implementation of a constituency relationship management tool; the communication component of resource mobilization; and rollout of capacity-building tools and resources for fundraising. It also responded to a number of specific audit recommendations by the External Auditor, such as: the setting up of a panel of private-sector partners; positioning UNESCO closer to donors along a number of key thematic lines of critical global relevance which would primarily be pursued through the SFD partners meeting, redoubling efforts to simplify processes; setting up resource mobilization plans and targets at national and regional levels; and piloting dedicated resource-mobilization officers in UNESCO regional offices, by improving the tracking of signed agreements and providing preliminary baseline data on anticipated resources by category of donor. 39. Particular attention was given to the recommendation by the External Auditor to clarify the organizational arrangements for resource mobilization, which was addressed through a detailed table setting out the complementary roles and responsibilities for resource mobilization amongst BSP, the programme sectors and UNESCO field offices. That document would be available shortly as an addendum. An information document would also be available shortly on the state of the funding gap by expected result. He stressed that the trends looked positive and the major programmes funding gaps were well on the way to being filled. Finally, he said that the objectives of the first SFD partners meeting were: to encourage existing and new partners to support and engage with UNESCO on its programme for by providing better understanding of opportunities to partner with UNESCO in the most strategic, efficient and catalytic ways. The SFD partners meeting should be inclusive, promote predictability and transparency, and create a space where partners could share information on possible future commitments and upcoming policies and programmes of relevance to UNESCO s programme. The sharing of forward-looking indications of support by key

10 204 EX/PG.INF page 10 partners should give assurance to potential partners, particular in the private sector, about UNESCO s reliability, and allow potential partners to position themselves. 40. During the discussion that followed, ten Member States took the floor. Some Member States emphasized that in order to fill the funding gap, it was critical to be creative and innovative in fundraising methods, to form partnerships and create synergies, and to provide incentives by demonstrating to donors the Organization s impact, comparative advantages and uniqueness compared to other United Nations agencies. Some Member States emphasized that certain principles must be respected, in particular that resources must be channelled into the priorities of document 39 C/5; relationships with donors must be monitored, ensuring transparency and accountability; and UNESCO s performance should be improved to attract donors. Cost-efficiency measures, such as reducing spending on external consultants and cutting travel expenses, should be taken without adversely affecting the quality of programme delivery. One Member State stated that in-house resource mobilization efforts were currently scattered and not SDG-aligned. Another asked whether there were focal points for the fundraising activities of the different programme sectors in order to ensure a strategic overview. One speaker suggested that the field offices should create synergies with other United Nations agencies for efficient resource mobilization, bearing in mind the United Nations Delivering as One approach. Another asked whether there was a funding compact within the United Nations system. It was stated that the key to resource mobilization was communication, both within UNESCO and with external partners and donors. Moreover, if the SFD partners meeting was not a pledging conference, the Secretariat might consider preparing a session to address the funding gap directly. In order to ensure inclusivity, the Secretariat should prepare an outreach plan to public and private sectors at the country level, in consultation with Member States. Reference to emerging partners was also welcomed, in particular South-South cooperation. It was also suggested that the Secretariat hold an information meeting for Member States to determine the modalities of SFD partners meetings in order to target the best partners. Several Member States expressed concern that the scheduling of the SFD partners meeting in September 2018 was too late. 41. The representative of the Director-General agreed that innovative ways of resource mobilization were necessary in an extremely competitive environment, including self-benefiting funds and recourse to private-sector donors. He said that the programme sectors were preparing plans of action for resource mobilization, determining key messages and the way to fill the main funding gaps in document 39 C/5. The scattering of resource mobilization had been flagged by the External Auditor and focused goal-oriented upstream coordination was therefore a priority, while also encouraging each sector to communicate based on their own areas of expertise. The Secretariat had a network of focal points in the sectors in order to harmonize and coordinate efforts and there were plans to establish similar focal points at the regional level. Coordination with other United Nations agencies was work in progress: proposals for a funding compact had been examined by ECOSOC and were due to be discussed by the United Nations General Assembly, but it was not yet clear whether that would have a direct impact for UNESCO. At the country level, there were nonetheless instances where the United Nations had begun to create funds that UNESCO could potentially benefit from. In the past six months, two missions had been conducted in Africa on capacity development for field office heads and programme specialists concerned with resource mobilization. As to the scheduling of the SFD partners meeting in September 2018, although it might seem late, by that date the Secretariat would be well prepared and it would be clearer where the funding gaps were in order to raise resources for the second year of the biennium. The timing would nonetheless be assessed and brought forward in the following biennia, if necessary. 42. Following the discussions of the Preparatory Group, the following points were flagged for the attention of the Executive Board: The resource mobilization strategy should emphasize the importance of: o integrating innovative and creative approaches in resource mobilization;

11 204 EX/PG.INF page 11 o enhancing partnerships and developing incentives to make UNESCO more attractive to donors; o the need to monitor relationships with donors; o using the field network and work in collaboration with other United Nations agencies to generate momentum for resource mobilization; o working more closely and effectively in-house, using focal points to harmonize and coordinate fundraising efforts. It should also be ensured that the Organization s priorities laid out in document 39 C/5 are fully respected during the SFD process, and that principles of accountability and transparency are safeguarded. Concern was expressed over the imbalance in the financial situation and the large gaps that existed for programme delivery. The timing of the SFD partners meeting should be re-examined with a view to holding it earlier in future biennia. SFD is not a one-off event, but a continuing process. A preparatory information meeting for Member States on the modalities of the SFD partners meeting would be useful. It was emphasized that all documents of the items on the agenda of the Preparatory Group meeting must be made available in a timely manner in order to facilitate the work of the Group. Item 28 Education for Sustainable Development (ESD) beyond The representative of Japan, speaking on behalf of 17 co-sponsors, introduced item 28. He said that since the inception of Education for Sustainable Development (ESD) in 2005, UNESCO had consistently led the initiative through the United Nations Decade of Education for Sustainable Development and the succeeding Global Action Programme (GAP) on ESD. The adoption of the Sustainable Development Goals (SDGs) had made ESD even more important, as it constituted an integral part of SDG 4. Furthermore, UNESCO had been tasked with the mission of lead agency for SDG 4. In light of that, and bearing in mind that the initial phase of the GAP on ESD would end in 2019, the item proposed the development of a new plan for ESD beyond The new plan should aim to ensure that ESD would continue to be a main and effective vehicle for UNESCO to carry out the noble mission as lead agency for SDG 4. The proposed decision called upon the Director- General to develop a plan for the new ESD framework in close consultation with Member States and other stakeholders. It also requested the Director-General to submit a draft plan to the Executive Board at its 206th session. In preparing the new framework of ESD beyond 2019, UNESCO should utilize its talent and expertise to generate fresh ideas and policies to effectively address emerging challenges worldwide. UNESCO should also explore, in the spirit of the SDGs, enhancing partnerships with key players such as other United Nations organizations, multilateral financial institutions, national development agencies, the private sector and civil society, including through imaginative and creative funding mechanisms. The proposed decision was another step to enable UNESCO to fulfil its noble duty. 44. The representative of the Director-General welcomed the proposed decision, which was very timely. The initiative was in line with the United Nations General Assembly s resolution that recognized UNESCO as the lead agency for ESD, which was an integral part of the SDGs. The Secretariat had already begun to prepare the necessary work, which would be guided further by the rich debate of Member States at the 204th session of the Executive Board. She thanked Japan for the initiative and its support as the major contributor towards ESD.

12 204 EX/PG.INF page During the discussion that followed, nine Member States took the floor. All the speakers welcomed the initiative, expressing their support, and many wished to join as additional co-sponsors. The fact that UNESCO was the lead agency for SDG 4 showed the Organization s added value in that area. Many highlighted the importance of ESD as an enabler for all the SDGs, in particular SDG 13 on fighting climate change. Two representatives of small island developing States (SIDS) said that ESD was a key issue for them owing to the impact of climate change on their island States. In reference to the United Nations General Assembly s resolution 72/222, it was important to ensure coherence and complementarity among the SDG-Education 2030 Steering Committee, and UNESCO s Global Alliance for Literacy and Global Citizenship Education (GCED). One speaker noted that there was no agreed definition of indicators for SDG target 4.7 and that substantial work was therefore required on that in order to monitor progress on ESD, GCED and other education programmes. It was crucial to draw up a draft framework for the monitoring of ESD implementation, building on the outcomes and the lessons learned in the initial phase. UNESCO must undertake a review to assess the achievements and challenges of the GAP on ESD in order to resolve any problems. 46. The representative of the Director-General said that the Secretariat had taken good note of all the constructive comments on the item. She said that target 4.7 was one of the most challenging targets of SDG 4. Nevertheless, one globally approved indicator had been identified for target 4.7, where ESD and GCED were included. With regard to methodology, the development of a survey tool to measure the indicator was under way. Efforts were being made to ensure coherence among UNESCO s education programmes and the SDG-Education 2030 Steering Committee, which was systematically included in all regional and global meetings on SDG Following the discussions of the Preparatory Group, the following points were flagged for the attention of the Executive Board: Wide and enthusiastic support for the initiative, which was considered forwardlooking and beneficial for Member States, including SIDS, and for UNESCO as a whole. ESD is crucial for the achievement of all SDGs. It is important to ensure coherence and complementarity of ESD and UNESCO s other education programmes with the SDG-Education 2030 Steering Committee. A review of the Global Action Programme on ESD is important because the new draft framework for action beyond 2019 should build upon the lessons learned from the experience of the last five years. The Executive Board might wish to consider examining this item without debate. Item 5 Follow-up to decisions and resolutions adopted by the Executive Board and the General Conference at their previous sessions Part II Part II.A Management Issues Sustainability of the field network 48. Due to time available on the first day of the Preparatory Group s work, the Vice-Chairperson proposed to consider Part II.A of item 5 that was scheduled for the next day, to which Member States agreed. The representative of the Director-General (DIR/FSC) introduced Part II.A of item 5. He said that the Executive Board had repeatedly stressed the importance of a responsive and sustainable field network for the implementation of the Organization s mandate. The Board had highlighted the need for the strengthening of the field network, with its 53 field offices, in order to more effectively respond to the implementation of UNESCO s programmes. In its past discussions,

13 204 EX/PG.INF page 13 the Board had confirmed the validity and relevance of previous decisions concerning the network, in particular: the main objectives of the comprehensive reform initiated in 2009, as adopted by the General Conference at its 36th session; and the criteria and principles for UNESCO s field presence, adopted by the General Conference at its 35th and 36th sessions respectively. In the meantime, a variety of factors had emerged that would inform the discussion on UNESCO s field presence. Prominent among them were two elements: the External Audit of the field network, that would be presented to the Executive Board at its 204th session in document 204 EX/21 Part I; and the report of the United Nations Secretary-General on Repositioning of the United Nations development system to deliver on the 2030 Agenda, which signalled a paradigm shift in the United Nations system s programme delivery at country, regional and global levels. Those factors would feed into the Director-General s reform vision, which would translate into a new overall strategy for UNESCO s field presence. The Director-General intended to make a proposal for a renewed field network based on a comprehensive house-wide review mechanism accompanied by consultation with Member States at one of the later sessions of the Executive Board. In the meantime, the Director-General submitted document 204 EX/5 Part II.A Sustainability of the field network, which included an analysis of the performance of the field network in The performance assessment used the new performance management tool, a balanced scorecard (BSC), which analysed the functioning, impact and effectiveness of individual field offices and of the network as a whole. The Secretariat would use the BSC for the regular review of the field network and related management decision-making and would submit regular analysis of the performance of the network to the Board. Document 204 EX/5 Part II.A also included a summary report on the progress achieved in implementing the 21 recommendations of the External Auditor contained in document 199 EX/15.INF During the discussion that followed, eleven Member States took the floor. One Member State wondered whether the balanced scorecard (BSC) would be an administrative burden on the field offices and requested further information on how it would work. Another wished to know whether the Member States would be involved in the assessment of the field offices, which would be more objective than a simple self-assessment. One Member State wished to know more about the results given by the BSC, for example, the reason why the Arab States had improved most. Moreover, document 204 EX/5 Part II.A said that one of the greatest challenges was the dimension of quality, but it did not say how the Secretariat intended to address that challenge. Furthermore, the Executive Board, at its 201st session, had requested the Director-General to report to it at its 204th session on the costed operational recommendations for increasing the efficiency of UNESCO s field presence. Two Member State requested a more specific timeline on the Director-General s proposal for a renewed field network based on a house-wide review and more information on the review process itself, including the way in which Member Stats would be consulted. With regard to host country agreements, one Member State criticized the process, which could be extremely cumbersome with multiple layers of bureaucracy and changes to the model agreement, which meant going through the same process twice. Another Member State stressed that when preparing UNESCO country strategies (UCS), the field offices should involve National Commissions or national entities in order to avoid a disconnect between UCS and national priorities. One Member State expressed satisfaction over the work done by the UNESCO regional bureau in Rabat and its cooperation and coordination with the other field offices in the region, in spite of the lack of resources and staff. Document 204 EX/5 Part II.A mentioned that there were four field offices in Africa that were considered at risk and would be reviewed in more detail. How would that review be conducted? 50. The representative of the Director-General (DIR/FSC) said that the data collected for the balanced scorecard (BSC) came from 795 entry points, including UNESCO s Finance and Budget System (FABS), and a survey conducted with field office directors who assessed their office s performance. The data was then balanced, using a complex Excel spreadsheet, and aggregated to give an overall picture of an individual office, a region, and the network as a whole. Other data, in particular concerning quality, was also inputted from UNESCO s System of Information on Strategies, Tasks and the Evaluation of Results (SISTER), such as gender markers on projects. When an office did not have at least three projects with gender transformative markers, it was flagged. As the BSC evolved, other quality indicators could be integrated to make the analysis more granular and specific. Currently, Member States were not involved in the BSC assessment of the