1. United Nations Development Assistance Framework for Iraq Strategic Planning Retreat 15 – 17 November, 2009 Landmark Hotel, Amman إطارالأمم المتحدة للمساعدة الإنمائية للعراق إجتماع التخطيط الإستراتيجي 15 – 17 تشرين الثاني 2009 فندق لاندمارك عمان

2. Strategic Planning Workshop IRAQ Day Two

3. Results-based Management for Formulating Outcomes

4. RBM is about performance monitoring i.e. objectively measure how well results are being achieved, and report on measures taken to improve them What is results based management? RBM is a management approach aimed at ensuring that activities achieve desired results

5. What is a Result ? A Result is a describable or measurable change resulting from a cause-and effect relationship

6. Three levels of results Impact Outcome Output

7. 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: Definitions (from OECD/CDA) The products and services which result from the completion of activities within a development intervention. Human change Goods and services, skills and capacities Institutional and behavioral change

8. Medium-term changes which result from the achievement of a number of outputs Long-term change produced by the combination of a number of outcomes Impact Outcomes Outputs Definitions Short-term changes which result from the completion of a number of activities within a development intervention

9. Types of Change Impact Outcomes Outputs Changes in the lives of people Institutional Change: values, laws – associated with institutional performance, new institutions Behavioural change: new attitudes, practices Operational Change: products and services – knowledge, skills

10. A typology for RBM: Poverty Reduction Outcome Impact Output Poverty reduced 3000 new small enterprises developed in poorest provinces 7 model business incubators operational in poorest provinces - Acquire facilities - Staff training - Micro-credit provision.. ResultsSuch as: Focus @ Timeframe <3 years 5 years 5 - 10 years more less Collective accountability Institucional/ Behavioural Operational skills, abilities, products and services Human! Outcome Employment and income generation increased Institucional/ Behavioural 5 years then if then

11. A typology for RBM–Governance, Participation Outcome Impact Output Citizens and organizations participate in decision making Increased Social Cohesion Civil groups & Institutions with capacity to deal wit conflict peacefully Citizens with awareness of human rights issues ResultsSuch as: Focus @ Timeframe <3 years 5 years 5 - 10 years more less Collective accountability Institucional/ Behavioural Operational skills, abilities, products and services Human! Outcome Empowered individuals and groups, strengthened institutions Institucional/ Behavioural 5 years then if then

12. Assumptions and Risks

13. Assumption: A Definition  A necessary condition for the achievement of results at different levels.  Part of the cause-effect logic  Stated as though it is actually the case  Less probable at the higher level of the hierarchy  Can help identify additional results or outputs

14. Risk: A Definition  A potential event or occurrence beyond the control of the programme that could adversely affect the achievement of the desired results  A threat to success  Not just the negative of an assumption  A trigger for reconsideration of strategic direction

15. then Assumptions and Risks There is good distribution system Unable to comply with international food regulations if then and if if Increased standards of living among fishing communities Increased standards of living among fishing communities Family & company incomes increase from previous year Family & company incomes increase from previous year 65 tons of fish caught each day Rate of fishing is sustainable Inflation reduces value of income

16. Monitoring and Evaluation

17. Monitoring vs. Evaluation MonitoringEvaluation Systematic, ongoing During programme implementation Tracking of activities and progress According to AWP For short term corrective action Accountability for implementation Contributes to evaluation Conducted by insiders Are we doing things right?  Systematic, periodic  During and after programme implementation  Judgement of merit, value or worth of a programme/project  Compared to evaluation criteria (relevance, effectiveness, impact)  For decision-making about future programmes  Accountability for results  For office & organizational learning  Conducted by impartial outsiders  Did we do the rights things?

18. What is an indicator? A tool to measure evidence of progress towards a result or that a result has been achieved

19. Indicators  Indicators describe how the intended results will be measured - accountability  Objectively verifiable, repeatable measures of a particular condition  They force clarification of what is meant by the result …….the fine print!  Must be accompanied by baselines and targets

21. Formulation of UNDAF Outcomes

22. UNDAF Results Matrix (One table for each UNDAF outcome) National priority or goals:  One or more priorities or goals from the national development framework, that relate to the MD/MDGs or other internationally agreed development goals and treaty obligations  Expressed as a measurable, achievable, sustainable change in the lives of people. UNDAF outcome  The UNDAF outcome makes a contribution to the achievement of the national priority or goal  Normally, it requires the efforts of two or more UN agencies and their partners, and it relies on critical assumptions about the roles of partners outside the framework of the UNDAF  Typically, it is expressed as institutional or behavioural change at national or sub-national levels, to be achieved by the end of the UNDAF cycle Agency outcomesOutputsRole of partners Resource mobilization targets Agency outcome (Agency 1) The institutional or behavioural changes expected from agency cooperation The sum of agency outcomes in this column, together with the contributions of other partners, should be sufficient to achieve the UNDAF outcome. Outputs (Agency 1) The specific products, services, or changes in processes resulting from agency cooperation The sum of outputs should achieve the agency outcome to the left Describes the role and contributions of partners for achievement of results Indicative estimates of the agency resources to be made available for cooperation, broken down by regular and other resources. Agency outcome (Agency 2&3) … Outputs (Agency 2) Outputs (Agency 3) Coordination Mechanisms and Programme Modalities:  The coordination mechanisms needed among UN agencies and partners to ensure the achievement of results, including joint programmes.

23. The HIGH LEVEL RESULTS of UNCT action  Changes in institutional performance or behaviours  Strategic contribution to the country priorities/MDGs  Focus on key priorities  N o of UNDAF outcomes depends on challenges and UNCT comparative advantages  Collective UNCT results, i.e., produced by the combined effects of agency outcomes  Reflect a choice about strategy or policy  Debatable & controversial UNDAF Outcomes: Definition & key features

24. 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

25. Typical pitfalls Wishy-washy, not a result (ie. Support provided to improve..) Support to institutional capacity building for improved governance So general, they 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

26. Group Work (60 min) Choose one of the matches to work on - In groups: Formulate potential UNDAF outcomes Review the major development problems and comparative advantages Formulate 1 potential UNDAF level outcome Identify one or two corresponding indicators. Use a flip chart to put up the outcomes and indicators.

27. Refining results… To strengthen the capacity of civil servants to do X by undertaking Y,… The capacity of civil servants is strengthened to do X by undertaking Y,… The capacity of civil servants in the 4 poorest districts is strengthened to do X by undertaking Y,… The capacity of civil servants in the 4 poorest districts is strengthened to do X by undertaking Y,… Civil servants in the 4 poorest districts are better able to X Let’s use results language to emphasis the future condition we want to achieve. All civil servants, everywhere? Can you be more specific? Are there particularly weak or under- resourced civil servants we should emphasise? We can take out information that relates to either strategy or activities. Now, let’s try bringing the subject of change to the front, and shifting from passive to active language.

28. Sharpening the Priorities & UNDAF Outcomes Results Gallery

29. Results Gallery: Instructions Before Rotation Select 1 or 2 people from your group to stay at your stall to explain the matrix and to receive feedback During Rotation ( every 10 minutes) Rotate as a group through other stalls Examine the poster at that stall Using post-its: Make comments & suggestions for addition and/or reformulation After Rotation is Completed Unite with your original small group at your stall Discuss the received comments & incorporate suggestions

30. Sharpening the Priorities & UNDAF Outcomes Plenary Agreement

31. Formulating Agency Ouctomes

32. Agency Outcomes  The 2 nd level Results of UN system cooperation  Sum of the agency outcomes contribute to the achievement of UNDAF outcomes  In general, 4 or 5 Agency Outcomes suggested per UNDAF outcome  Accountability may be single agency, but is almost invariably shared across agencies  Produced by the combined effects of outputs  Normally not as controversial and debatable as UNDAF outcomes (…but may be)

33. Agency Outcome - Group Work In Groups per each UNDAF outcome –Identify and formulate at least 2 contributing agency outcomes, with 1-2 indicators each Use the checklist in the Technical Briefs

34. Validating and refining Agency Outcomes

35. Results Gallery: Instructions Before Rotation Select 1 or 2 people from your group to stay at your stall to explain the matrix and to receive feedback During Rotation ( every 10 minutes) Rotate as a group through other stalls Examine the poster at that stall Using post-its: Make comments & suggestions for addition and/or reformulation After Rotation is Completed Unite with your original small group at your stall Discuss the received comments & incorporate suggestions