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The UNDAF: Linking Analysis with Results Session 6.

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Presentation on theme: "The UNDAF: Linking Analysis with Results Session 6."— Presentation transcript:

1 The UNDAF: Linking Analysis with Results Session 6

2 Session objectives To introduce the concepts of RBM and to show how HRBA brings depth and legitimacy to our practice of RBM To formulate results and indicators that responds to the analysis we conducted in session 5

3 What is a Result ? A describable or measurable change resulting from a cause and effect relationship - UNDG agreed RBM terminology

4 Performance monitoring is a critical element How well are results being achieved What measures are needed to improve the process In plain language… RBM helps us to connect what we do to what we want to achieve RBM also tells us how we’ll know if we’ve achieved it What is results based management? A management strategy aimed at ensuring that activities achieve desired results

5 Elements of RBM (1) Problem analysis to understand causes  Linkage RBM does not tell us the right questions to ask A HRBA does…

6 HRBA and Problem Assessment & Analysis A HRBA helps the UN and partners to answer 4 critical questions:  Who has been left behind  Why? Which rights are at stake?  Who has to do something about it?  What do they need, to take action? Process and outcome are equally important

7 Elements of RBM (2) Structuring of programmes around a chain of SMART results – responding to analysis Causality in the chain of results (if… then logic) Use of ‘change language’ (future conditional)  Linkage RBM does not tell us what kinds of changes we should be aiming for A HRBA does…

8 RBM Impact: change in… Outcome: change in… Output: change in … HRBA …quality of life (the realization of human rights) … performance (behaviours of duty bearers and/or right holders and their institutions) …the capacity of duty bearers and right holders Conclusions and recommendations from UPR, Treaty Bodies, and Special Procedures help to identify specific behaviours and capacities Process is guided by human rights principles Causal Analysis Role Analysis Capacity Gap Analysis HRBA and Change

9 Elements of RBM (3) Indicators to measure performance Costing of results (RBB) rather than isolated activity budgeting Monitoring and reporting on progress against planned results  Linkage RBM does not tell us how to monitor and report on change A HRBA does…

10 HRBA and performance monitoring & measurement Human rights principles and standards guide… Selection of indicators Mechanisms for monitoring and reporting on development processes with stakeholders

11 Advantages Improved focus on results instead of activities Improved transparency Improved accountability Improved measurement of programme achievements (performance rather than utilization) Enhanced strategic focus No choice, it is an industry standard To get more funds!!

12 Challenges Difficult to apply causal logic Difficult to learn Difficult to integrate Difficult to revise (... or reluctance to revise? ) Difficult to measure Difficult to ‘attribute’ (at outcome level, the UN is accountable but not wholly responsible) Go to typology

13 In sum… A HRBA brings depth and credibility to our practice of RBM by telling us… the right questions to ask the kinds of changes we should be aiming for how to measure, monitor, and report on change with stakeholders.

14 A Typology for RBM: Poverty Reduction Impact Output Activity Poverty reduced Model business incubators operational in poorest provinces - Acquire facilities - Staff training - Micro-credit provision.. ResultsLike… Focus @ Timeframe <1 yr <5 yrs 5-10 yrs more less Level of control Operational/ skills, abilities, products & services Human! Outcome Employment and income generation increased Institutional/ Behavioural 5 yrs then if then Promises National priorities/ nMDGs A good bet! Capacity gaps closed Human rights realized Performance improved more Collective Account- ability less

15 Results Matrix


17 Group Activity Using the set of cards provided, develop a results framework…

18 Reduce the level of poverty and income inequality New businesses and jobs are created in targeted, poor rural and urban areas Local business development funds piloted in selected areas Disadvantaged groups including youth and PLWHA have access to improved employment services and preferential credits for business development. Market-based vocational training programmes are developed Private public partnerships (PPP)s are created in poor rural and urban areas for infrastructure development and service provision Local public administrations operate in a more effective and transparent manner Decentralization framework is strengthened, emphasising (1) delegation of authority, (2) decentralization of services, (3) costing of local services and budget needs of LPAs Administrative procedures and systems are simplified and streamlined to provide better services. Targeted departments of LPAs plan, implement, and monitor in a participatory manner

19 Reverse the Spread of HIV and AIDS Access to treatment, care and support is increased. Capacity for rolling out treatment and care services, including quality assurance, strengthened. Capacity for drugs procurement and logistics management strengthened. A comprehensive national strategy for universal access to treatment, care and support for PLH developed. Most vulnerable PLH and households provided with food assistance. Access to a comprehensive package of prevention services increased. Government and civil society partners able to develop and implement behaviour change interventions, with emphasis on vulnerable groups. Capacity to provide quality prevention services and commodities in all districts strengthened. An effective, efficient NAC is able to achieve its mandate. A national framework developed to involve PLHA in capacity development efforts by key institutions. There is a functioning National M&E framework for HIV/AIDS, with harmonized resource tracking. NAC board & secretariat are able to lead, plan, coordinate, M&E the multi- sectoral response.

20 Typical pitfalls Wordy (..and no change language) To promote equitable economic development and democratic governance in accordance with international norms by strengthening national capacities at all levels and empowering citizens and increasing their participation in decision-making processes Too ambitious Strengthened rule of law, equal access to justice and the promotion of rights Containing multiple results The state improves its delivery of services and its protection of rights—with the involvement of civil society and in compliance with its international commitments

21 Typical pitfalls Wishy-washy (ie. Support provided to improve..) Support to institutional capacity building for improved governance So general, it could mean anything To promote sustainable development and increase capacity at municipal level Overlapping with National goals/ MDGs (impacts) Substantially reduce the level of poverty and income inequality in accordance with the MDGs and PRSP Confusing means and ends Strengthen the protection of natural resources through the creation of an enabling environment that promotes sound resources management

22 Country Examples Note to facilitation team: Insert 1-3 slides with results chains from current UNDAF With their new knowledge, ask participants to reflect on the ‘SMART’ness of their results Examples from Lao PDR follow…

23 Good example By 2013, women of reproductive age in Benguela province enjoy high quality maternal health care - % pregnant women completing 4 ANC visits - % births supervised by trained attendant - N o. District Health Centres staffed and equipped to provide EMOC services - % women/ families reporting they are satisfied with obstetric care services (in-service survey completed in all health centres) It meets a standard related to the right to health It reflects recommendations from CEDAW, CRC, and CESCR It embodies the principle of equality and non-discrimination It contains a subject and a clear description of change (a “who” and a “what”) It is understandable by most readers It reflects a clear choice about policy or strategy It is specific, measurable, and time-bound But… Is it achievable? Is it relevant to National development priorities? Is it a good bet? These are contextual factors

24 Group Work In groups… Reflect on the 3-step analysis Develop… – 1 outcome A change in the performance of the rights holder or duty bearer…What are they doing differently? May involve legal, policy, and institutional reforms Hint: Combine the RH or DB and the claim for a more ambitious outcome Combine the DB and the obligation or RH and higher level capacity gaps (behaviours) for a less ambitious outcome – 2 contributing outputs New capacities that contribute to increased performance Hint: Look to the key capacity gaps of the DBs and RHs – particularly those related to skills, abilities, products and services

25 Group Work (con’t) Build a results framework on the wall…

26 Road Map - Preparation process of the UNDAF Country Analysis - Review existing analysis (assessment) - UNCT supported analysis - Identify UNCT comparative advantages Strategic Planning - Strategic priorities for UNDAF/ UNDAF Action Plan Programme Planning & Implementation (Agency or Multi- Agency Joint Programmes) Monitoring & Evaluation HRBA-RBM in the UNDAF Process RBM connects analysis of country challenges to evidence about progress and lessons-learned RBM engages partners to formulate SMART results, and develop mechanisms and processes to ensure regular monitoring and reporting on UNDAF performance. RBM demands… - Working mechanisms for UNDAF monitoring and reporting - Use of UNDAF performance information by the UNCT and partners for decision-making HRBA offers the right questions to ask HRBA guides the process to measure, monitor, and report on progress with all stakeholders HRBA shows the kinds of results we should be aiming for

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