Unlike multinational companies, International Organizations as entities focus more on development, sustainable development, economic, security humanitarian and diplomatic issues involving countries and, many at times, mainly work with governments and government apparatus to set development targets, manage policy and provide technical, financial and other expertise on various issues bordering on national and local development. The United Nations Organizations, its Programmes, Funds and Specialized Agencies like UNEP, UNICEF and UNESCO, as well as the African Union, the African Development Bank, the Economic Community of West African States, etc, are a few examples. Others are international NGOs like USAID, OXFAM, Doctors without Borders, etc.
International Organizations embrace the application of results-based approach because of the need to deliver programmes and projects effectively and efficiently in Member States. For example, the United Nations, the major instrument of global governance introduced RBM in 1997 as part of its reform measures on a number of issues ranging from governance and administration and to improve its relevance and effectiveness in Member States, that are financiers, partners and, to a large extent – decision makers in the Organization. It was necessary then to design a transparent process that will be both acceptable to the political class and technocrats at states levels, as well as international civil servants staff of the UN- and define clearly what is to be achieved, how to achieve it, with a clear point of reference for progress measurement.
The African Union Commission that seems to embrace the principles lately, stated in its 2009-2012 Strategic Plan that it has a broad-based policy framework committing the Commission to the attainment of clearly defined results. In order to achieve these results the
Commission adopted a comprehensive results-based management and accountability approach (RBM). When fully operational RBM will ensure greater efficiency and effectiveness in the management of the Commissions human and financial resources geared especially towards the achievement of organizational goals and results within the timeframeof the Strategic Plan. The report further confirmed that one leg of RBM is the integration of programme planning, budgeting, implementation, monitoring, evaluation and feedback with a sharp focus on outcomeand impact all within a logical framework. The other leg is the emplacement of a results oriented Performance Management and Accountability Framework within which departments, work units and staff are tasked and held accountable for agreed deliverables. The Commission has continued to pursue this practice and the results are becoming evident in its management and administrative outlook. In the Commissions third Strategic Plan (2014-2017), the results framework is well defined in page 143.
Given the fact that collective success in policy that affect Member States in International Organizations also greatly impact development progress in member States, 3psmars will continue to follow the trends and promote campaign on RBM and International organizations. David Shorr (2006), United Nations Reform in Context, Policy Analysis Brief, The Stanley Foundation, p3. See also Robert L. Hutchings (2003), The United Nations and the Crisis of Multilateralism, Keynote Address at the University of Pennsylvania Model United Nations Conference November 6, 2003; and Jeffrey Laurenti (1997), Kofi Annan’s UN Reform Measures to Do More with Less, A UNA-USA Assessment of the “Track One” Initiatives, United Nations Association of the USA