The organization's reforms included the following measures: the number of divisions in UNESCO was cut in half, allowing a corresponding halving of the number of Directors -- from 200 to under 100, out of a total staff of approximately 2,000 worldwide. At the same time, the number of field units was cut from a high of 79 in 1999 to 52 today. Parallel management structures, including 35 Cabinet-level special advisor positions, were abolished. 209 negotiated staff departures and buy-outs took place from 1999–2003, causing the inherited $10 million staff cost deficit to disappear. The staff pyramid, which was the most top-heavy in the UN system, was cut back as the number of high-level posts was halved and the “inflation” of posts was reversed through the down-grading many positions. Open competitive recruitment, results-based appraisal of staff, training of all managers and field rotation were instituted, as well as SISTER and SAP systems for transparency in results-based programming and budgeting. In addition, the Internal Oversight Service (IOS) was established in 2001 to improve organizational performance by including the lessons learned from program evaluations into the overall reform process.
Go to Director General Koïchiro Matsuura's 2005 discussion of the reform and restructuring efforts.
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