Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Presentation to Geneva Group - Paris Hans d’Orville Director, Bureau of Strategic Planning 15 June 2004

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Results-Based Programming, Management and Monitoring (RBM) – a UNESCO-wide innovation – affects all activities, namely Major Programmes, Programmes, Subprogrammes, Main Lines of Action, Actions and Activities. What then is RBM? What do we wish to achieve ? What will we do to reach that goal ? How will we know whether we have achieved our goal ? RBM is a method to help reach and assess achievements

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring RBM focuses on medium- term ways of identifying and showing managers and staff, as well as all stakeholders, how the implementation of programming actually makes a tangible difference.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Outcomes and Expected Results … Outcomes describe overall changes in situations and/or benefits to end users Expected Results describe a change in a situation and/or benefits to end-users/clients due to interventions of the Organisation. 31 C/4 Approved 31 C/5 Approved specific OUTCOMES must be formulated for each strategic objective and sub-objective, which gives the Major Programmes and Programmes their direction and programmatic guidance EXPECTED RESULTS are articulated especially at each main line of action. Outcomes are contained in the Medium-Term Strategy Results are contained in the Programme and Budget ( and further in Work Plans entered into SISTER )

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Outcomes describe overall changes in situations and/or benefits to end users 31 C/4 Approved specific OUTCOMES must be formulated for each strategic objective and subobjective, which gives the Major Programmes and Programmes their direction and programmatic guidance Outcomes are contained in the Medium-Term Strategy

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Expected Results describe a change in a situation and/or benefits to end-users/clients due to interventions of the Organisation. 31 C/5 Approved EXPECTED RESULTS are articulated especially at each main line of action. Results are contained in the Programme and Budget ( and further in Work Plans entered into SISTER )

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring from objectives to outcomes - RBM Programming Cycle 1) Objectives and Expected Results 2) Strategies 3) Inputs 4) Outputs 6) Outcomes 5) Actual Results Performance Indicators Constant assessment and revision What do you intend to achieve or change? How does this relate to UNESCO’s priorities and themes? (C/5 focus) What approaches will you use? With whom do you intend to partner? How much financial/human resources will you require? How well did you do in terms of what you achieved, versus what you intended to achieve or to change? How do you measure it? What did you achieve in terms of the medium-term changes you sought? (C/4 focus) This diagram is for demonstrative purposes only and represents the relationship between the articulation of Expected Results and what is actually achieved as compared with what was intended.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Expected Result Describes a change in a situation and/or benefits to end-users/clients due to activities or interventions of the Organisation. Strategies Input Output Outcome Actual Result Performance indicators Means of verification Describe the broad ways in which one intends to work towards the achievement of an Expected Result. Inputs are human, financial and other resources necessary for achieving results and producing outputs Outputs are final products, services or general activities delivered to end users/ clients. Outcomes are overall changes in situations and/or benefits to end users/clients, either qualitative or quantitative. Actual Results are the collective assessment within the span of a biennium of the kind of, and degree of, change brought about in the field of action earlier articulated in the Expected Results set out for the MLA. Tools measuring whether and/or to what extent an expected result or outcome has been achieved The design of any indicator should specify how the required information will be gathered, checked, ascertained and built up into a significant indication. The corresponding resources should be foreseen from the outset, thereby making the indicator an effective one. Some Definitions…

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Strategies Describes the broad ways in which one intends to work towards the achievement of an Expected Result.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Input Inputs are human, financial and other resources necessary for achieving results and producing outputs

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Output Outputs are final products, services or general activities delivered to end users/ clients.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Outcome Outcomes are overall changes in situations and/or benefits to end users/clients, either qualitative or quantitative.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Expected Result Describes a change in a situation and/or benefits to end-users/clients due to activities or interventions of the Organisation.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Actual Result Actual Results are the collective assessment within the span of a biennium of the kind of, and degree of, change brought about in the field of action earlier articulated in the Expected Results set out for the MLA.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Performance indicators Tools measuring whether and/or to what extent an expected result or outcome has been achieved

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Performance indicators Performance indicators are used to assess progress towards the achievement of Expected Results. Results, therefore, must be expressed and measured by Performance Indicators. Their primary use is to guide management and staff decision-making, and to enable sensitive, flexible and timely mid-course corrections to programming as well as assessments.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Direct statistical indicators show progress when expected results are cast in terms of readily quantifiable short-to- medium term changes. Care must be taken to ensure that the time span of the expected result lends itself to the collection of such data for use in review. Performance indicators

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Proxy indicators are normally quantitative, but do not directly relate to the expected result. A Proxy is used to show “ progress. It should be used when getting the full data is too time- consuming, or when the timeliness of complete data would fall outside the need for Review. However, there must to be a prima facie connection between the proxy and the expected result. Performance indicators

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Narrative indicators enable an organization to begin to explore complex interrelationships among factors without recourse to extremely expensive statistical research. In many instances where the expected result may be qualitative (changing attitudes, building capacities, etc), a non-statistical approach may be the only way possible to develop an indication of “progress”. Narrative indicators largely focus on the “process of change” - asking stakeholders what they did as a result of the assistance. Performance indicators

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Means of verification The design of any indicator should specify how the required information will be gathered, checked, ascertained and built up into a significant indication. The corresponding resources should be foreseen from the outset, thereby making the indicator an effective one.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring Some reflections on the Results – Outcome Continuum It is crucial that all results build a chain of meaningful achievements, bridging the gap between the permanent goals of UNESCO (i.e. its outcomes) and what the Organisation actually achieves in its current daily action (i.e. its expected results). 1. Making results fit together and add up into major outcomes for the Organisation as a whole is all what designing strategies is about. This is the core task of senior management, and indeed permeates all programme management. 2.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring The Importance of Main Lines of Action / MLA’s for Results Main Line of Action (MLA) is the place where outputs from actions and activities are aggregated and contribute to build up outcomes for major programmes. This is where the C/5 articulates expected results against which the Organisation’s action will be monitored and evaluated, where strategic and operational factors intersect. Main Lines of Action naturally work together to contribute to broader programme objectives. All MLAs need to take into account to what extent and how they relate to the strategic objectives of the medium term strategy ( C/4 ) and respond to the two cross-cutting themes.

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring  Clearly quantifiable Expected Results - ones which set out concrete expected changes such as "increasing the number of qualified professionals from X to Y over a set period of time”.  Broad quantifiable Expected Results - such as changing participation rates in a population, for example increasing the population’s access to professional training from X to Y over a longer time frame.  More qualitative Expected Results - ones which articulate change in terms of building capacities, changing attitudes, altering personal or organizational behaviour. Expected results at the MLA level

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring What are the Six Levels of Programming within which SISTER has been Designed? Major Programme Programme Subprogramme Main Line of Action Action Activity

Prepared by BSP/PMR Results-Based Programming, Management and Monitoring OUTCOMES Expected results Operational results MPPSPMLAActionActivity Goal Purpose Output Programme Goal Purpose Output Sub-Prog Goal Purpose Output MLA Goal Purpose Output Action Goal Purpose Output Activity Goal Purpose Output Nesting Logframes : the logic of SISTER support the RBM approach to programming