Application of Human Rights Principles in Results Based Management

1. Application of Human Rights Principles in Results Based Management Muhammad Usman Akram, Evaluation Advisor Adapted from RBM training held for UNDP BRC (Jun 2005); Results Based Management in UNIFEM: Essential Guide (Feb 2005)

2. Session Organization • Presentation which has two parts • Implications of HRBA on RBM • HR-based Performance Indicators • Group discussion to look at issues resulting from Human Rights based programming • Discuss how to constitute a rights-based performance indicator and associated issues

3. Expected Results • Identification of key issues resulting from the application of HR in RBM (results, reach and resources) • Formulation of HR-based Performance Indicators

4. What is Results-Based Management? • RBM is a methodology by which an organization ensures that its processes, products and services contribute to the achievement of clearly stated results(UNDP) • RBM provides the management framework and tools for strategic planning, risk management, performance monitoring, evaluation and reporting.

5. What is Results-Based Management? • A participatory and team-based management approach that seeks to: • Shift the focus of an organization's efforts and resources on outcomes; • improve effectiveness and sustainability of programs and projects; and • improve accountability for the resources used.

6. What are Results? • Definitions: • Result: A describable or measurable change in state (condition or situation) that is derived from a cause and effect relationship. • Developmental results are actual changes in humans or organizations. Operational results are administrative & management products of an organization. • Results Chain: Output Outcome (Purpose) Purpose (Goal)

7. The Results (Performance) Chain Program/Project Management Inputs Activities Outputs Outcomes Impact A broad, long-term (5-10 years) develop- mental result that is the logical conse- quence of achieving a combination of outputs and outcomes. The coordination, T. A., training, and other project related tasks organized and executed by project personnel. A completed activity is not a result. A medium-term, end-of-project developmental result that is the logical consequence of achieving a combination of outputs An immediate or short-term developmental result that is the logical consequence of project activities. Human, organizational, physical, & financial resources contributed directly or indirectly by the stakeholders of a project

8. The 3-Rs of the RBM Framework Reach # Results Outputs Outcomes Impact Project Delivery Partners Intermediate Groups Beneficiaries Society Reach What intermediate groups & ultimate beneficiaries do you want to reach? What is the scope of your project? Results What results do you expect to achieve given the resources at hand, and the reach you are planning for? Resources $ Physical/material Organizational Human Resources What resources are available (financial, human, etc.)?

9. The Human Rights Principles • Universality • Indivisibility • Inter-dependence and inter-relatedness • Equality and Non-discrimination • Participation and Inclusion • Accountability and Rule of Law

10. RBM & Human Rights • Focus on realization of human rights (departure from service delivery) • Human rights standards and principles should guide all programming • Programmes should support capacity development of rights holders and duty bearers to realize rights • Equality and Non-discrimination (HR belong to all people and no one’s rights are dispensable)

11. RBM & Human Rights…Cont’d • Participation of stakeholders (esp. that of excluded and vulnerable groups for empowerment, ability to claim rights, make decisions throughout programming) • Accountability (holding states, duty bearers and other actors accountable for their obligations) • Balanced programmes (simultaneous development/ capacity building of duty bearers as well as right holders)

12. Working Group Question # 1 • What are the key issues emerging from the application of Human Rights in Results-based Management? • How can we address these?

13. Performance Indicators Signposts of Change Along the Path to Development

14. What are performance indicators? • Signals that reveal progress (or lack thereof) towards the achievement of results. • Means of measuring what actually happens against what has been planned in terms of quantity, quality and timeliness.

15. What are performance indicators?...Cont’d • qualitative or quantitative measures of resources, reach and developmental results used to monitor progress made toward the achievement of expected results • linked to results statements • selected and developed in a participatory manner

16. Measures of Resources, Reach & Results Program / Project Management Resources Developmental Results Reach Inputs/ Activities Partners Clients/ Beneficiaries Outputs Impact Outcomes Performance Indicators Performance Indicators Performance Indicators Performance Indicators Performance Indicators

17. Human Rights-based Performance Indicators • Performance indicators should be Specific, Measurable, Achievable, Relevant and Trackable (SMART) • Developed in line with human rights principles and should capture… • Capacity development of rights-holders in claiming, while duty bearers in realizing rights • Changes in policy, legislative frameworks • Changes in attitudes, behavior

18. Human Rights-based Performance Indicators…Cont’d • Changes in vulnerabilities and inclusion of excluded groups in development process and outcomes • Changes in accountability at all levels • Disaggregated on basis of gender, age, disabilities, ethnicity, geography, social and economic attributes and so on • Participatory at all levels (duty bearers and claim holders) • Qualitative as well as quantitative changes at all levels

19. Outcome and Output Level Indicators

20. Outcome and Output Level Indicators…Cont’d

21. Working Group Question # 2 • Identify issues in the development and measurement of HR-based performance indicators • Recommend practical actions to address those