Results-Based Management (RBM) and the UNDAF Results Matrix

1. Results-Based Management (RBM) and the UNDAF Results Matrix Main Menu

2. UNDAF Results Before… There was an agreed plan, but each agency implemented individually – the UNDAF was driven by agency mandates and became fragmented… “business as usual” And now… There is a single matrix within the UNDAF that links the strategic contribution of UN agencies’ country programmes to targeted national priorities

3. What is a Results Matrix? • The core of the UNDAF • An “at-a-glance” expression of UN system support at country level, and • How it will make a strategic contribution towards National Development Goals and MDG targets • Uses principles and terminology of Results Based Management(RBM)

4. Principles of RBM • “If-Then” causality between levels of results • Common results language to describe changes • Collective accountability increases as you move up the chain of results towards outcomes and impacts Key message  No agency can go it alone! • A results matrix is a means not an end • A results matrix is contextual (anchored in the current context of the country) • AND… Uses the best judgment of the UNCT at all times

5. Primary education completion rates among boys and girls increased Quality of school instruction increased in selected districts 1500 teachers in primary schools in selected districts have improved teaching skills and methods Definitions (adapted from OECD/DAC) Positive and negative, primary and secondary long-term effects produced by a development intervention, directly or indirectly, intended or unintended. Impact: Human Change Outcome: The likely or achieved short-term and medium-term effects of an intervention’s outputs. Institutional & Behavioural Change Outputs: The products and services which result from the completion of activities within a development intervention. Products & Services Skills & Abilities

6. Types of Change Changes in the lives of people Impact Outcome Institutional Change: values, ethic, rules, laws – associated with to institutional performance, access.. Behavioural change: knowledge, skills, practices (individual level) Output Operational Change: provision of goods and services

7. Results Like… Focus @ Timeframe more Impact More children complete school Human! 5-10 yrs then if Outcome Enrolment increased Institutional/ Behavioural 5 yrs then Collective Accountability if Outcome Quality of instruction increased Institutional/ Behavioural 5 yrs then Output Skills of 1500 teachers strengthened Operational/ skills, abilities, products & services <5 yrs if then less Activity -To train 1500 teachers -To revise curriculum <1 yr if A Typology for RBM

8. Group Activity • Using the set of cards provided, develop a results matrix…

9. Other Definitions • Role of Partners • Identifies stakeholders involved in the achievement of each CP output and explains their contribution • Resource Mobilisation Targets • 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 • Coordination Mechanisms & Programme Modalities (1) individual agency programmes/projects, or (2) parallel programmes, or (3) joint programmes

10. From Results Matrix to M&E Framework Primary school completion rates are improved by 10% By 2011, policies and programmes implemented for increased enrollment and improved quality Improved quality of instruction Skills of 1500 teachers strengthened National education legislation adopted No reliable source By 2011, policies and programmes implemented for increased enrollment and improved quality Information transferred ?? Improved quality of instruction Learning performance MoED reports 1. MoED reports 2. Spot visits Skills of 1500 teachers strengthened Teacher testing results

11. HHS Survey on Poverty (Outcome 4; UNDP- March) WFP - VAM (by February) Eval. of support to Nat. HIV/AIDS Prog (Outcome 2); UNAIDS- May) PRSP (July-Nov) Nat HIV/AIDS Review (Sept) CCA Prep. (March-May) Table 2: UNDAF M&E Calendar UNCT M&E Activities Planning Refs.

12. Table 1:UNDAF M&E Framework

13. JOINT PROGRAMMING and JOINT PROGRAMMES

14. What is a Country Programme Action Plan • What is an Annual Work Plan • What is your role as Junior Professional Officers in the CPAP and AWP

15. Country Programme Action Plan Before… A mixed bag of programme and project documents using different formats, timelines, and preparation processes with partners And now… Readable, transparent and accessible programme action plans, linked explicitly to common, longer term UN development results

16. Annual Work Plan Before… • a variety of project documents • large variations in detail • not always linked to CDPs or UNDAF priorities And now… • standardised work plan that provides operational detail • connected to the UNDAF / CPDs strategic results

17. From Results Matrix to CPAP Primary school completion rates are improved by 10% By 2005, 30% more children are enrolled in primary school Quality of instruction increased Skills of 1500 teachers strengthened By 2005, 30% more children are enrolled in primary school Quality of instruction increased Skills of 1500 teachers strengthened Teacher testing results $$ Regular and Other Resources Basic Education

18. From CPAP to AWP By 2005, 75% of children complete a quality primary ed. Basic Education Quality of instruction increased Skills of 1500 teachers strengthened 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…

19. 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. The Annual Work Plan (AWP) Monitoring Tool Year_______CP Component______________________ Implementing Partner ________________

20. Joint Programs

21. Why… ? • When it makes sense or adds value from a programmatic point of view: • Maximize impact of collective UN interventions. • Contributes to a more coherent, effective and efficient UN in its endeavour to help realize national goals and priorities. • Reduces duplication, transaction costs and maximizes synergies.

22. 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

23. JP Management Options • Parallel Fund Management • Agencies work for common result with various partners • Pass-Through Fund Management • Agencies work for common result and donor funds are channeled through one agency for efficiency • Pooled Fund Management • Agencies work for common result with common partner

24. JP Management Options • Parallel Fund Management • Different partners • Each agency manages its own funds • Common work plan agreed by all agencies • Aggregated / common budget showing different inputs

25. Parallel Fund Management

26. JP Management Options • Pass-Through Fund Management • Agencies approach donors for funding for JP • Donor funds pass through Administrative Agent • Administrative Agent selected by participatingagencies • Letter of Agreement signed • Substantive expertise • Operational capacity & country presence • 1% admin fee for Administrative Agent • Each agency recovers their indirect costs as per their rules • Administering Agent prepares consolidated progress & financial reports

27. Pass-through Fund Management

28. JP Management Options • Pooled Fund Management • Common national or sub-national partner • Agencies pool funds • Managing Agent manages funds through MOU • Agent chosen jointly by agencies and government • Substantive expertise • Operational capacity & country presence • Managing Agent recovers indirect costs

29. Pooled Fund Management

30. UNDAF Annual Review • Theme Groups review progress (including assessment of joint programmes) for each UNDAF Outcome (based on Annual Work plans) and produces 2-3 page report • UNCT reviews theme group reports • Informs RC’s annual report as well as agency and donor reports

31. UNDAF Evaluation • A joint UN review which assesses: - to what extent the UNDAF outcomes have been achieved and if this has contributed to achieving national goals (impact) - to what extent the UNDAF outcomes continue to be relevant - the effectiveness of the UNDAF as a tool for UN system collaboration, including joint programmes …And informs subsequent CCA-UNDAF preparation for the next 5year cycle

32. UNCT Joint Programming Process Programme Implementation M and E Strategic Planning 1 2 3 4 5 Penultimate Year Ultimate Year Jan - Jun Sept - Dec Jan - Mar Nov Dec Readers group Readers group Exec Boards CPAPs UNDAF Evaluation CCA 2 UNDAF 2 CCA UNDAF CPDs AWPs Results Matrix JSM AWPs JSM Workshops AWPs Articulate Joint Programmes Projects Identify Potential Areas for Joint Programmes AWPs Theme Groups, Annual Reviews, RC Annual Report M & E Plan