The United Nations system adopted results based management (RBM) as part of a broad reform initiative, though implementation of this framework has proven inconsistent across programs. The Office of the UnderSecretary General for Management requested that a Capstone team develop recommendations for a fully integrated performance management tool within the UN Secretariat. The proposed system would need to foster the strategic use of goal formation and performance indicators in short and long-term planning, while complementing RBM and the existing management structures. The Capstone team first conducted a gap analysis between RBM in theory and practice at the UN, based upon a document review of internal reports and interviews with managers in New York and Geneva. Using best practices and techniques of alternative performance management systems, like Balanced Scorecard, the Capstone team then provided tailored solutions to address gaps within the implementation of RBM in the Secretariat.
||United Nations, Office of the Under Secretary General for Management
||Ana Oliveira, Dennis Smith
||Adam Gromis, Oceane Keou, Adrian Salda?a, Rebecca Solow, Marykate Zukiewicz