In addition, I propose that we evaluate the strategic budgeting process. This will provide an opportunity, at the end of the planning period, to take stock of how successful these innovations have been. Let me introduce the document by summarizing a few of the key ideas which contribute to its value added to our programming processes. First, the document is intended to provide a more realistic time dimension to our action. Strategic and operational objectives will not be achieved in a single biennium.
Biennial targets capture only a part of our performance.
Almost all our work has its roots in research and practical experience that go back a long time. That is the knowledge base of the institution. What we do each biennium, if we do it well, will be the basis for advocacy and services for a number of years hence, and its impacts can only be fully appreciated over a longer period. This is expressed in the notion of consolidating the Decent Work agenda over this time frame. Together with the need to measure our performance each biennium, we should not lose sight of our medium-term goals and the need for sustained action within a clear policy framework.