Results-Based Management (RBM) and  the UNDAF Results Matrix Main Menu
UNDAF Results  <ul><li>Before… </li></ul><ul><li>There was an agreed plan, but each agency implemented individually – the ...
What is a Results Matrix? <ul><li>The core of the UNDAF  </li></ul><ul><li>An “at-a-glance” expression of UN system suppor...
Principles of RBM <ul><li>“ If-Then” causality between levels of results </li></ul><ul><li>Common results language  to des...
Definitions  (adapted from OECD/DAC) The likely or achieved  short-term  and medium-term effects  of an intervention’s out...
Definitions The likely or achieved  short-term  and medium-term effects  of an intervention’s outputs.  Positive and negat...
Types of Change Impact Outcome Output Changes in the lives of people Institutional Change:  values, ethic, rules, laws – a...
A Typology for RBM more less Collective Accountability Outcome Impact Output Activity More children complete school Qualit...
Group Activity <ul><li>Using the set of cards provided, develop a results matrix… </li></ul>
Other Definitions <ul><li>Role of Partners </li></ul><ul><ul><li>Identifies  stakeholders  involved in the achievement of ...
From Results Matrix to M&E Framework Improved quality of instruction  Skills of 1500 teachers strengthened Improved qualit...
Table 2: UNDAF M&E Calendar UNCT M&E Activities Planning Refs. Monitoring Systems UNDAF Eval. Milestones Reviews Partner M...
Table 1:UNDAF M&E Framework Source 1  Agency resp. Source 1.1  Agency resp. Source 1.2 Agency resp.  Sources of verificati...
JOINT PROGRAMMING and JOINT PROGRAMMES
<ul><li>What is a Country Programme Action Plan </li></ul><ul><li>What is an Annual Work Plan </li></ul><ul><li>What is yo...
Country Programme Action Plan <ul><li>Before… </li></ul><ul><li>A mixed bag of programme and project documents using diffe...
Annual Work Plan <ul><li>Before… </li></ul><ul><li>a variety of project documents </li></ul><ul><li>large variations in de...
From Results Matrix to CPAP Quality of instruction increased Skills of 1500 teachers strengthened Quality of instruction i...
From CPAP to AWP Quality of instruction increased By 2005, 75% of children complete a quality primary ed. Skills of 1500 t...
        The Annual Work Plan (AWP) Monitoring Tool Year_______   CP Component______________________ Implementing Partner _...
Joint Programs
Why… ? <ul><li>When it makes sense or adds value from a programmatic point of view: </li></ul><ul><ul><li>Maximize impact ...
What is a Joint Programme ? A set of activities contained in a common work plan and related budget involving two or more U...
JP Management Options <ul><li>Parallel Fund Management </li></ul><ul><li>Agencies work for common result with various part...
JP Management Options <ul><li>Parallel Fund Management </li></ul><ul><li>Different partners </li></ul><ul><li>Each agency ...
Parallel Fund Management
JP Management Options <ul><li>Pass-Through Fund Management </li></ul><ul><li>Agencies approach donors for funding for JP <...
Pass-through Fund Management
JP Management Options <ul><li>Pooled Fund Management   </li></ul><ul><li>Common national or sub-national partner </li></ul...
Pooled Fund Management
UNDAF Annual Review <ul><li>Theme Groups review progress (including assessment of joint programmes) for each UNDAF Outcome...
UNDAF Evaluation <ul><li>A joint UN review which assesses: </li></ul><ul><li>- to what extent the UNDAF outcomes have been...
UNCT Joint Programming Process CCA UNDAF CPDs UNDAF Evaluation CCA 2 UNDAF 2 Strategic Planning Programme Implementation  ...
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  • As an introduction to RBM, emphasize that there are no absolutes in RBM – rather this is a rough typology to help them navigate – a guide – not a straightjacket. Each of the columns of information appear in order, from left to right. The presenter introduces the results terminology from top to bottom (impact down to activity) Next the arrows come in. The main message here is that there is a vertical logic of causality flowing between the levels. Next the yellow column of examples emerge. These examples match the previous slide, so it is an opportunity to clarify again the levels and the causality Next the “ If – Then ” flags appear. Again, emphasise the vertical, causal logic of results. The white column emerges to provide the overall focus of change for each level of result. The green column then emerges, emphasising the rough timeframe for levels of results. Next the red triangle emerges. Message: that collective accountability for results increases as they move up the chain of results. At the outcome level, no single agency is likely to be able to guarantee a result. Rather, the collective efforts of several agencies and partners will be needed. Last – the second level of outcome appears. This is the time to introduce the UN’s approach to RBM which has two levels of Outcome – UNDAF Outcome and contributing CP Outcomes. Point out that the second level of outcome is still an outcome level result (ie institutional/ behavioural; 5 years) BUT that it has a higher level of ambition. Now, move to the next slide to show them how these results fit into the Results Matrix.
  • This is a new group activity.
  • Notes: This slide illustrates several functions of the M&amp;E Calendar Animation 1: The Calendar serves to consolidate all required surveys indicated in the M&amp;E framework. This enables the UNCT to see possibilities for joint UNDAF baseline surveys, that can save both time and resources. Animation 2, 3, 4: The next pieces of information illustrate how the M&amp;E calendar can function as a dynamic tool for scheduling key M&amp;E activities, and how the information generated by these activities may feed into other planning processes and partner M&amp;E activities. For example: - A household survey on poverty conducted by UNDP will feed into the PRSP review and may be used during the USAID evaluation The results of a national evaluation of the HIV/AIDS programme will feed into the National HIV/AIDS review The VAM and SitAnal studies conducted by WFP and UNICEF will feed into the CCA preparation for the next cycle.
  • Result-Based Management and the UNDAF Matrix for Country ...

    1. 1. Results-Based Management (RBM) and the UNDAF Results Matrix Main Menu
    2. 2. UNDAF Results <ul><li>Before… </li></ul><ul><li>There was an agreed plan, but each agency implemented individually – the UNDAF was driven by agency mandates and became fragmented… “business as usual” </li></ul><ul><li>And now… </li></ul><ul><li>There is a single matrix within the UNDAF that links the strategic contribution of UN agencies’ country programmes to targeted national priorities </li></ul>
    3. 3. What is a Results Matrix? <ul><li>The core of the UNDAF </li></ul><ul><li>An “at-a-glance” expression of UN system support at country level, and </li></ul><ul><li>How it will make a strategic contribution towards National Development Goals and MDG targets </li></ul><ul><li>Uses principles and terminology of Results Based Management (RBM) </li></ul>
    4. 4. Principles of RBM <ul><li>“ If-Then” causality between levels of results </li></ul><ul><li>Common results language to describe changes </li></ul><ul><li>Collective accountability increases as you move up the chain of results towards outcomes and impacts </li></ul><ul><li>Key message  No agency can go it alone! </li></ul><ul><li>A results matrix is a means not an end </li></ul><ul><li>A results matrix is contextual (anchored in the current context of the country) </li></ul><ul><li>AND… Uses the best judgment of the UNCT at all times </li></ul>
    5. 5. Definitions (adapted from OECD/DAC) The likely or achieved short-term and medium-term effects of an intervention’s outputs. Positive and negative, primary and secondary long-term effects produced by a development intervention, directly or indirectly, intended or unintended. Impact: Outcome: Outputs: The products and services which result from the completion of activities within a development intervention. Human Change Products & Services Skills & Abilities Institutional & Behavioural Change Primary education completion rates among boys and girls increased 1500 teachers in primary schools in selected districts have improved teaching skills and methods Quality of school instruction increased in selected districts
    6. 6. Definitions The likely or achieved short-term and medium-term effects of an intervention’s outputs. Positive and negative, primary and secondary long-term effects produced by a development intervention, directly or indirectly, intended or unintended. Impact Outcome Output The products and services which result from the completion of activities within a development intervention.
    7. 7. Types of Change Impact Outcome Output Changes in the lives of people Institutional Change: values, ethic, rules, laws – associated with to institutional performance, access.. Behavioural change: knowledge, skills , practices (individual level) Operational Change: provision of goods and services
    8. 8. A Typology for RBM more less Collective Accountability Outcome Impact Output Activity More children complete school Quality of instruction increased Skills of 1500 teachers strengthened -To train 1500 teachers -To revise curriculum Results Like… Focus @ Timeframe <1 yr <5 yrs 5 yrs 5-10 yrs Institutional/ Behavioural Operational/ skills, abilities, products & services Human! Outcome Enrolment increased Institutional/ Behavioural 5 yrs then if if if if then then then
    9. 9. Group Activity <ul><li>Using the set of cards provided, develop a results matrix… </li></ul>
    10. 10. Other Definitions <ul><li>Role of Partners </li></ul><ul><ul><li>Identifies stakeholders involved in the achievement of each CP output and explains their contribution </li></ul></ul><ul><li>Resource Mobilisation Targets </li></ul><ul><ul><li>The estimated financial resource mobilisation target of each UN agency (and partners if possible) related to the CP outcome. These are aggregated for a UN targeted contribution towards the UNDAF outcome </li></ul></ul><ul><li>Coordination Mechanisms & Programme Modalities </li></ul><ul><ul><ul><li>(1) individual agency programmes/projects, or </li></ul></ul></ul><ul><ul><ul><li>(2) parallel programmes, or </li></ul></ul></ul><ul><ul><ul><li>(3) joint programmes </li></ul></ul></ul>
    11. 11. From Results Matrix to M&E Framework Improved quality of instruction Skills of 1500 teachers strengthened Improved quality of instruction Skills of 1500 teachers strengthened National education legislation adopted ?? No reliable source Learning performance Teacher testing results Information transferred Primary school completion rates are improved by 10% By 2011, policies and programmes implemented for increased enrollment and improved quality By 2011, policies and programmes implemented for increased enrollment and improved quality 1. MoED reports 2. Spot visits MoED reports M&E Framework Indicator 1 Baseline CP Outcome Indicator 1 Baseline CP Outputs Outcome 2… Source Indicator 1 Baseline Outcome 1 Sources of Verification Indicators (w. baseline) Expected UNDAF Outcomes Resource Mob. Targets Role of Partners CP Outputs CP Outcome UNDAF Outcome National Target/ MDG
    12. 12. Table 2: UNDAF M&E Calendar UNCT M&E Activities Planning Refs. Monitoring Systems UNDAF Eval. Milestones Reviews Partner M&E Activities Use of info Capacity Building Evaluations Surveys/ Studies Yr 5 Yr 4 Yr 3 Yr 2 Yr 1 WFP - VAM ( by February ) CCA Prep. ( March-May ) Nat HIV/AIDS Review (Sept) Eval. of support to Nat. HIV/AIDS Prog (Outcome 2) ; UNAIDS- May) HHS Survey on Poverty (Outcome 4 ; UNDP- March) PRSP (July-Nov)
    13. 13. Table 1:UNDAF M&E Framework Source 1 Agency resp. Source 1.1 Agency resp. Source 1.2 Agency resp. Sources of verification UNDAF Outcome 3 … UNDAF Outcome 2 … Summary of risks and assumptions for each UNDAF and CP outcome Indicator 1 Baseline: Indicator 1.1 Baseline: Indicator 1.2 Baseline: UNDAF Outcome 1 CP Outcome 1.1 Major Outputs… CP Outcome 1.2 Major Outputs… Risks & Assumptions Indicators (w. baseline) Outcomes
    14. 14. JOINT PROGRAMMING and JOINT PROGRAMMES
    15. 15. <ul><li>What is a Country Programme Action Plan </li></ul><ul><li>What is an Annual Work Plan </li></ul><ul><li>What is your role as Junior Professional Officers in the CPAP and AWP </li></ul>
    16. 16. Country Programme Action Plan <ul><li>Before… </li></ul><ul><li>A mixed bag of programme and project documents using different formats, timelines, and preparation processes with partners </li></ul><ul><li>And now… </li></ul><ul><li>Readable, transparent and accessible programme action plans, linked explicitly to common, longer term UN development results </li></ul>
    17. 17. Annual Work Plan <ul><li>Before… </li></ul><ul><li>a variety of project documents </li></ul><ul><li>large variations in detail </li></ul><ul><li>not always linked to CDPs or UNDAF priorities </li></ul><ul><li>And now… </li></ul><ul><li>standardised work plan that provides operational detail </li></ul><ul><li>connected to the UNDAF / CPDs strategic results </li></ul>
    18. 18. From Results Matrix to CPAP Quality of instruction increased Skills of 1500 teachers strengthened Quality of instruction increased Skills of 1500 teachers strengthened Basic Education Teacher testing results $$ Regular and Other Resources Primary school completion rates are improved by 10% By 2005, 30% more children are enrolled in primary school By 2005, 30% more children are enrolled in primary school Resource Mob. Targets Role of Partners CP Outputs CP Outcome UNDAF Outcome National Priority and Goals Country Programme Action Plan (CPAP) UNDAF Outcome 2 Agency Programme Component UNDAF Outcome 1 CP Outcome 1.1 Output 1.1.1 Indicative Resources (per yr) Output targets and indicators
    19. 19. From CPAP to AWP Quality of instruction increased By 2005, 75% of children complete a quality primary ed. Skills of 1500 teachers strengthened Basic Education Teacher testing results $$ Regular and Other Resources 1.1.1 Skills of 1500 teachers strengthened - To train 300 teachers -To revise curriculum … etc. 1.1.2… Country Programme Action Plan Agency Programme Component UNDAF Outcome 1 CP Outcome 1.1 Output 1.1.1 Indicative Resources (per yr) Output targets and indicators Annual Work Plan Amount Descr. Source Q4 Q3 Q2 Q1 Timeframe Outputs & Monitoring Activities Key Activities Planned Budget Responsible Party
    20. 20.         The Annual Work Plan (AWP) Monitoring Tool Year_______ CP Component______________________ Implementing Partner ________________ EXPECTED CP OUTPUTS AND INDICATORS INCLUDING ANNUAL TARGETS   PLANNED ACTIVITIES List all the activities including monitoring and evaluation activities to be undertaken during the year towards stated CP outputs EXPENDITURES List actual expenditures against activities completed RESULTS OF ACTIVITIES For each activity, state the results of the activity PROGRESS TOWARDS ACHIEVING CP OUTPUTS Using data on annual indicator targets, state progress towards achieving the CP outputs. Where relevant, comment on factors that facilitated and/or constrained achievement of results including: -           Whether risks and assumptions as identified in the CP M&E Framework materialized or whether new risks emerged -           Internal factors such as timing of inputs and activities, quality of products and services, coordination and/or other management issues OUTPUT 1:   INDICATOR 1.1 WITH TARGET FOR THE YEAR:   INDICATOR 1.2 WITH TARGET FOR THE YEAR:   INDICATOR 1.3 WITH TARGET FOR THE YEAR:                                           OUTPUT 2:   INDICATOR 2.1WITH TARGET FOR THE YEAR: ETC.                    
    21. 21. Joint Programs
    22. 22. Why… ? <ul><li>When it makes sense or adds value from a programmatic point of view: </li></ul><ul><ul><li>Maximize impact of collective UN interventions. </li></ul></ul><ul><ul><li>Contributes to a more coherent, effective and efficient UN in its endeavour to help realize national goals and priorities. </li></ul></ul><ul><ul><li>Reduces duplication, transaction costs and maximizes synergies. </li></ul></ul>
    23. 23. What is a Joint Programme ? A set of activities contained in a common work plan and related budget involving two or more UN organizations and national partners
    24. 24. JP Management Options <ul><li>Parallel Fund Management </li></ul><ul><li>Agencies work for common result with various partners </li></ul><ul><li>Pass-Through Fund Management </li></ul><ul><li>Agencies work for common result and donor funds are channeled through one agency for efficiency </li></ul><ul><li>Pooled Fund Management </li></ul><ul><li>Agencies work for common result with common partner </li></ul>
    25. 25. JP Management Options <ul><li>Parallel Fund Management </li></ul><ul><li>Different partners </li></ul><ul><li>Each agency manages its own funds </li></ul><ul><li>Common work plan agreed by all agencies </li></ul><ul><li>Aggregated / common budget showing different inputs </li></ul>
    26. 26. Parallel Fund Management
    27. 27. JP Management Options <ul><li>Pass-Through Fund Management </li></ul><ul><li>Agencies approach donors for funding for JP </li></ul><ul><li>Donor funds pass through Administrative Agent </li></ul><ul><ul><ul><li>Administrative Agent selected by participating agencies </li></ul></ul></ul><ul><ul><ul><li>Letter of Agreement signed </li></ul></ul></ul><ul><ul><ul><li>Substantive expertise </li></ul></ul></ul><ul><ul><ul><li>Operational capacity & country presence </li></ul></ul></ul><ul><ul><ul><li>1% admin fee for Administrative Agent </li></ul></ul></ul><ul><ul><ul><li>Each agency recovers their indirect costs as per their rules </li></ul></ul></ul><ul><li>Administering Agent prepares consolidated progress & financial reports </li></ul>
    28. 28. Pass-through Fund Management
    29. 29. JP Management Options <ul><li>Pooled Fund Management </li></ul><ul><li>Common national or sub-national partner </li></ul><ul><li>Agencies pool funds </li></ul><ul><li>Managing Agent manages funds through MOU </li></ul><ul><ul><ul><li>Agent chosen jointly by agencies and government </li></ul></ul></ul><ul><ul><ul><li>Substantive expertise </li></ul></ul></ul><ul><ul><ul><li>Operational capacity & country presence </li></ul></ul></ul><ul><ul><ul><li>Managing Agent recovers indirect costs </li></ul></ul></ul>
    30. 30. Pooled Fund Management
    31. 31. UNDAF Annual Review <ul><li>Theme Groups review progress (including assessment of joint programmes) for each UNDAF Outcome (based on Annual Work plans) and produces 2-3 page report </li></ul><ul><li>UNCT reviews theme group reports </li></ul><ul><li>Informs RC’s annual report as well as agency and donor reports </li></ul>
    32. 32. UNDAF Evaluation <ul><li>A joint UN review which assesses: </li></ul><ul><li>- to what extent the UNDAF outcomes have been achieved and if this has contributed to achieving national goals (impact) </li></ul><ul><li>- to what extent the UNDAF outcomes continue to be relevant </li></ul><ul><li>- the effectiveness of the UNDAF as a tool for UN system collaboration, including joint programmes </li></ul><ul><ul><li>… And informs subsequent CCA-UNDAF preparation for the next 5year cycle </li></ul></ul>
    33. 33. UNCT Joint Programming Process CCA UNDAF CPDs UNDAF Evaluation CCA 2 UNDAF 2 Strategic Planning Programme Implementation M and E 1 2 3 4 5 Jan - Jun Dec Identify Potential Areas for Joint Programmes Results Matrix JSM JSM M & E Plan AWPs CPAPs Sept - Dec Jan - Mar AWPs AWPs Theme Groups, Annual Reviews, RC Annual Report AWPs Readers group Readers group Penultimate Year Ultimate Year Nov Articulate Joint Programmes Projects Exec Boards Workshops

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