The UNESCO’s Medium-Term Strategy 2014-2021 is an opportunity for Member States to define a common strategic vision for the Organization for the next eight years and the century ahead. This is our chance to sharpen UNESCO’s role and enhance its impact and delivery.

The UNESCO’s Medium-Term Strategy 2014-2021 is an opportunity for Member States to define a common strategic vision for the Organization for the next eight years and the century ahead. This is our chance to sharpen UNESCO’s role and enhance its impact and delivery. This is our opportunity to set a new course for a revitalized, relevant and resilient UNESCO. The strategic orientations laid out in the present document will be translated into two consecutive programme and budget documents, beginning with document, each covering a four year cycle, while the budget allocation to the programmes will be appropriated biennially.

The document seeks to build on “the relevance of UNESCO’s five major programmes or fields of competence and to develop “clear proposals for innovative, holistic and effective structures and programme delivery as well as enhanced interdisciplinarity”.

In 2014-2021, UNESCO will continue to enhance the institutional approaches, tools and mechanisms necessary to improve its overall outputs and results delivery with fewer but more sharply articulated expected results, greater outreach that leads to more discernible and traceable impact of its

In 2014-2021, UNESCO will continue to enhance the institutional approaches, tools and mechanisms necessary to improve its overall outputs and results delivery with fewer but more sharply articulated expected results, greater outreach that leads to more discernible and traceable impact of its actions to the benefit of Member States. It will strengthen its proximity to the actual needs and priorities of Member States, including the National Commissions, its ability to deliver results effectively, its capacity to learn from successes and failures, its ability to communicate and report in a strategic manner, its resource mobilization ability, and the entire range of its strategic partnerships, including with civil society and the private sector. In doing so, UNESCO will build on the recommendations of the 2010 Independent External Evaluation and its follow-up, and further consolidate the progress made in the past two biennia in terms of management, effectiveness, efficiency and value for money.

The five strategic directions of the Independent External Evaluation:

◗ Increasing UNESCO’s focus

◗ Positioning UNESCO closer to the field

◗ Strengthening participation in the United Nations

◗ Strengthening governance

◗ Developing a partnership strategy.