Agency-RBM-Matrix---UNDG

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					RBM Dimensions

UNIFEM

UNIDO

UNFPA

UNDP

UNAIDS

Is there a RBM policy/strategy document in your agency? When was it established?

Yes. Initial efforts towards establishing RBM began in 1998. In 2005, the Executive Director issued a guide that clarifies basic RBM concepts from a human rights perspective for application in UNIFEM's programming, monitoring, reporting and evaluation.

DG bulletin on RBM of 13 June 2007 provides strategic guidance and asks for formal RBM policy to be developed

RBM was officially introduced in UNFPA in Dec. 2000 with a policy statement issued by the Executive Director.

Yes, from late nineties.

Yes

If yes, give title and year of the document (attach document or web address)

Results-Based Management: Essential Guide, February 2005.

Under development by UNIDO RBM Steering Committee

UNFPA policy on Results based management. 2000

The present policy is captured in the Strategic Plan and its annexes: http://www.undp.org/execbrd/adv2007-second.shtml

The PCB at its meeting in June 2005 endorsed the strategies and approaches set forth in the Unified Budget and Workplan for 2006-2007 which included strengthened results based orientation and an improved platform for resultsbased management.

What are the main components of your agency RBM model?

UNIFEM’s RBM has evolved through the different cycles of the Strategy and Business Plan/MYFF/Strategic Plan. The new SP, for example, has a Development Results Framework and Management Results Framework. See http://www.undp.org/execbrd/adv2007second.sh Programming, monitoring/tracking of results, reporting and evaluation policies, guidelines and tools will be improved, or developed where they are needed.

UNIDO’s RBM model evolving since 2004 (first Programme&Budget formulated on the basis of RBM principles)

UNFPA’s RBM has evolved progressively over the MYFF cycles. Attachment: UNFPA RBM technical brief

Started with a technical note, (which is still partly valid0 and has evolved through a process of Strategic Results Framework (SRF) and MYFF.

The UNAIDS 2008-2009 Unified Budget and Work plan (UBW) follows the RBM structure. The main components are as follows: • Unified and coordinated action on jointly established priorities, in accordance with the UNAIDS Technical Support Division of Labour and taking into account the comparative advantage of each member of the Joint Programme; • A Budget focused on joint priorities and results, maximizing the impact of available resources; and • A Workplan that provides a framework for joint implementation, translated into clear and accountable operational plans at country level. It includes a Performance Monitoring and Evaluation Framework designed to support resultsbased management, promote transparency, strengthen accountability, improve reporting, and reflect links between collective and individual levels of effort. Yes

Is there a definition of RBM in your agency? If yes, please give the definition or provide links to the document

Yes

Yes

Yes there is a definition of RBM. Source: UNFPA As given in the Strategic Plan. RBM technical brief UNDG definition

See Essential Guide referred to above.

UNDG definition

OECD/UNDG definitions

Has there been an assessment of RBM in your agency? If yes, give name of document, year and attach document of give web address

Certain aspects of RBM (e.g., formulation of indicators, reporting) were covered in the Evaluation of UNIFEM’s Multi-Year Funding Framework (MYFF) System, 20042007.

RBM self-assessment using JIU framework, Yes, external assessment of RBM in UNFPA by endorsed by Executive Board on 17/09/07 (Draft Dalberg consultants group. Final report June stage) 2006. Attachment: UNFPA RBM assessment. Dalberg

Evaluation of Results-based Management at UNDP - 1999present, (2007) by UNDP Evaluation Office. http://www.undg.org/docs/8237/RBM_Evaluation.pdf

No

Has there been any training in RBM in the agency?

Yes. Training has been conducted for staff in different regions and HQ, including for a core group of RBM resource persons (mostly internal staff with a few external consultants). RBM training is usually linked to planning retreats at regional/sub-regional levels.

Yes

Yes

RBM is covered in regular programme training offered by the Learning Resources Centre, UNDP.

Yes. Presentations made to field staff in regions on RBM within the context of the UNDAF Results matrix. The 2008-2009 Workplanning guidelines provide guidance to all staff in the Secretariat on the formation of RBB budgets and discussions and presentations are ongoing in relation to R.

RBM Dimensions

UNIFEM

UNIDO

UNFPA

UNDP

UNAIDS

Provide names and details of training Essential Guide mentioned above tools, presentations, guidelines on RBM

1. Workshop on RBM concepts and principles to List training guide etc [being updated under the staff at large (July 2006); new strategic plan] 2. RBM training for trainers - RBM Focal points (July 2006); Attachment 4: RBM training package 3. Modular training programme with five different RBM training modules being piloted, incl. field staff.

Will be provided later

Presentation on results Based Management and the UNDAF results Matrix- United Nations System Staff College

RBM Training Manual (being finalized/updated)

Presentation on UNAIDS Unified Budget & Workplan : a tool for results Based Management Presentation on WHO and Results-based Management

What RBM tools are in place in your agency?

RBM Essential Guide

Bi-annual Programme and Budget documents; Results Reporting System (RRS)

Global impact tacking system; Balanced score card, Atlas, Country office annual reports,

Development of an Integrated RBM project is in progress.

The 2006-07 and 2008-2009 Performance Monitoring and Evaluation Framework provided guidelines on performance reporting, one of the essential components of RBM.

Guidelines for Annual Reporting (for review)

Does your agency have dedicated staff/Unit on RBM?

Yes

Yes, the Evaluation Group has been given coordination responsibility; two Evaluation staff members with part time assignment; UNIDO wide RBM Steering Committee and network of RBM focal points.

Yes, the strategic planning office in UNFPA has a Operational Support Group, (OSG) of the Executive Office is the dedicated section on RBM. In June 1999 the first focal point in UNDP for RBM. office of RBM was established attached to the office of the ED.

The Planning and Performance Monitoring Unit (PPM) within the Budget, Finance and Administration Unit is responsible for RBM

Name/contact information of the RBM Focal point in your agency for further information/documentation and/or interview by external consultants

S.K. Guha s.k.guha@unifem.org

Peter Loewe; Senior Evaluation Officer; p.loewe@unido.org

Farah Usmani Strategic Planning Office, UNFPA usmani@unfpa.org

RBM focal point, Operation Support Group, UNDP Rodriques, Stephen stephen.rodriques@undp.org Michelle GylesMcDonnough michelle.gyles.mcdonnough@undp.org;

Martin Good Acting Chief & Planning and Budget Adviser Planning and Performance Monitoring UNAIDS Geneva Phone: 00 41 22 7912369 Fax: 00 41 22 7914768 Email: goodm@unaids.org

RBM Dimensions

UNICEF

ILO

UNHCR

WFP

Is there a RBM policy/strategy document in your agency? When was it established?

* ILO has progressively introduced RBM to its strategic planning and budgeting since the RBM was conceptualized in 1998 HRBA Executive Directive. It has been progressively introduced in the Medium Term Strategic 2000-2001 biennium. Plans (2002-2005 and 2006 – 2009) and elaborated in the a 2003 * The Office submitted a “roadmap” on RBM to its Governing Body in November 2006. RBM Guide which was updated in 2005

Yes. UNHCR has embraced results-based management (RBM) as an essential means of ensuring that UNHCR is a performance-driven organization, whose operations achieve the right results in the most effective and efficient manner possible. A UNHCR RBM Conceptual Framework was prepared in June 2006 that explains the Organization’s concept of and approach to results-based management, further outlines how RBM will be implemented throughout the Organization.

Yes. WFP has been implementing RBM since 1997. But a dedicated RBM Division was officially established in WFP in February 2003 by the Executive Director

If yes, give title and year of the document (attach document or web address)

UNICEF RBM Guide

The RBM Roadmap proved useful in clarifying concepts and terminology, reviewing progress to date, setting out a strategy through 2009, and establishing milestones against which progress could be assessed. Report on progress is provided annually to the Gov

UNHCR’s RBM Conceptual Framework June 2006.

2003 EB doc on RBM

What are the main components of your agency RBM model?

UNICEF’s results-based programme planning and management components include results chain with: 5 focus areas; 20 key result areas- executive board; 57 organizational targets; 32 operational targets: Human Resources, Administration, Finance, Supply, Evaluation, Audit (2-5 per group); 16 functions.

* A simplified logical hierarchy has been progressively put in place (from a higher-level statement of mandate and vision, and building downwards to the intermediate and immediate outcomes, the latter being the basis for assessing the performance of the Office: real-world results to which the Office’s contribution is direct and verifiable. * At country level, Decent Work Country Programmes (DWCP) constitute ILO’s main programming mechanism. They are organised around a limited number of country programme priorities and outcomes valid for a two to four year period. They define expected outcomes in countries that respond to both UN frameworks and constituents’ needs and priorities. They are aggregated in the immediate outcomes in the ILO’s programme and budget, where the overall targets and strategic budget information is subject to central governance. * Monitoring and evaluation are integral to management decision-making at all levels of the organization and evaluation is also envisioned as a means to support organizational learning.

The elements of UNHCR’s RBM system include planning, programming, budgeting, monitoring and evaluation; delegation of authority and accountability; staff performance management; and knowledge management processes. These are described in the UNHCR RBM Conceptual Framework Document. UNHCR is developing a new RBM software application - Focus - designed to support the planning of and reporting on UNHCR field operations within the context of regional and corporate strategic plans. RBM in UNHCR involves four key steps: 1. Defining a strategic goals that provide a focus for action; 2. Specifying expected programme results that contribute to these goals, and aligning programmes, processes, people and resources behind them. 3. Undertaking ongoing monitoring and performance/impact assessments (using standards and indicators) and using lessons learned in future planning; 4. Ensuring individuals, teams and partners are accountable and using continuous feedback to improve performance.

WFP’s RBM Components consist of: (i)Strategic planning (ii) Programme/Project planning, (iii) Biennial Management Planning ( Budgeting) (iv) Performance Measurement and Review (v) Performance Management and Reporting (vi) Evaluation

Is there a definition of RBM in your agency? If yes, please give the definition or provide links to the document

Yes

Yes. Definition basically follows OECD/DAC definitions.

Yes

Yes.

UNICEF RBM Guide

RBM as “a management approach that directs organizational processes, products and services towards the achievement of measurable results”. Key characteristics include:

RBM is a management approach that emphasizes results, i.e. the impact UNHCR is working to RBM is a management strategy focusing on performance and achievement of achieve. UNHCR’s RBM system aims to keep the organization focused on results and supports expected results (outputs, outcome and impacts). mobilization of all the resources and efforts of the organization to getting the best possible results. Input, activities and budgets are important, but management efforts must be on the results the organization is striving to achieve, and the progress being made in achieving them. UNHCR’s RBM terminology is consistent with UNDG and OECD definitions. As a humanitarian organization, UNHCR planning time frame is shorter than development agencies.

Has there been an assessment of RBM in your agency? If yes, give name of document, year and attach document of give web address

Yes. A major assessment of RBM in UNICEF was done by Dahlberg-Accenture (April 2007)

External review of the ILO’s implementation of strategic budgeting within a RBM framework conducted by the UN Joint Inspection Unit (JIU) in 2005

Yes, a comprehensive assessment, or gap analysis of RBM within UNHCR was carried out in October 2005. OIOS is currently carrying out an RBM Inspection of UNHCR

RBM Mainstreaming Plan (2006)

Report on progress against “RBM Roadmap” provided annually to the ILO Governing Body

External Auditor's Review of RBM in WFP (2006) RBM in WFP: Where do we go from here? (2005) Independent Assessment of RBM at WFP (2004) Independent Assessment of RBM at WFP (2005) Yes

Has there been any training in RBM in the agency?

Yes

* Training on RBM is included in the ILO’s Management and Leadership Development Programme, which provides training to managers. * A few ad hoc courses have been organized by PROGRAM in the last few years, facilitated by both PROGRAM and external consultants. * More recently, under a partnership with the Government of the Netherlands and the UK Department for International Development (DFID), a programme for accelerating the application of RBM in the ILO through a Decent Work Country Programming approach in the framework of UN reform was launched. Learning and training materials, for both ILO staff and ILO’s constituents (Governments, workers and employers) have been prepared and tested. Capacity-building is also made available to strengthen regular and periodic evaluations of DWCP and support to their further development.

Yes. RBM is integrated into UNHCR’s operations management and protection learning programmes. An internal RBM website has been established to which staff have access to through the Intranet.

RBM Dimensions

UNICEF

ILO

UNHCR

WFP

Is there a RBM and details of training An RBM training module introduced in the Global Training Provide names policy/strategy document in your agency? When tools, presentations, guidelines on Package on Programme Policy and Procedures Training (PPP was it established? RBM Training). o An RBM Guide in PPP manual (policy manual). o RBM principles have been used in the budgeting and approval processes for approving country office/divisional HQ structures since 2004.

Results-Based Management Module of the Management and Leadership Development Programme

WFP RBM capacity buildling and training prog outline

DWCP Guidebook RBM Introduction and Overview (Draft document attached)

RBM Orientation Guide (2003) One Day RBM Awareness Training (2003 & 2004) RBM Training for RBM Focal Points and Task Managers(2003 & 2004) One Day Training for HQ General Service Staff (2005) Country Office Focused M& E Training (2004 & 2005) Country Office Focused Risk Management and RBM Refresher Workshops (2007)

What RBM tools are in place in your agency?

PPP Training modules; RBM Guide; UNICEF is also improving ERP and IT systems to capture data on performance management software [COGNOS-based] and Human Resource Information System / SAP (Systems Applications and Products software) systems o Use of DevInfo (development information software) to further capture/review data for making RBM more widely used

LO’s ERP (ORACLE/IRIS) supports RBB and RBM, including preparation of the Programme and Budget Proposals and tracking DWCPs

UNHCR is developing a new RBM software application - Focus - designed to support the planning, management and reporting on UNHCR field operations within the context of regional and corporate strategic plans.

RBM tools include the following: (i) Strategic Plans, (ii) Biennial Management Plans, (iii) Indicator Compendium (iv) Results Based Work Plans , (v) Mid-Year and End of Year Performance Review (vi) Corporate and Country Office Risk Profiles (vii) PACE (Staff Performance Assessment and Competency Evaluation) and Review, (viii) Programme Guidance Manual (PGM), (ix) Annual Performance Reports, (x) Standard Project Reports, (xi) RBM Orientation Guide, (xii) M & E Guidelines (xiii) Guidance: Baselines Against Strategic Priorities, (xiv) RBM Website, (xv)Needs and Shortfalls Reports, (xvi) Step By Step Guide to Work Planning in WFP, (xvii) End of Year Performance Survey and Review User’s Guide, (xviii) Thematic and Self-Evaluation Reports, and External Project Evaluation Reports, (xix) Project Logframes and M & E Plans, (xx) WFP’s LogFrame Manual, (xxi) Food and Nutrition Handbook,(xxiii) Participatory Techniques and Tools - A WFP Guide, (xxiii) Programme Design Manual (PDM), (xxiv) School Feeding Handbook , (xxv) The Emergency Field Operations Pocket Book

Does your agency have dedicated staff/Unit on RBM?

Yes. The Office of Evaluation and Strategic Planning and Programme Guidance Section in the Division of Policy and Practice

Name/contact information of the RBM Focal point in your agency for further information/documentation and/or interview by external consultants

Jean Quesnel, Director of Evaluation jquesnel@unicef.org); Richard Morgan, Deputy Director Division of Policy and Practice (rmorgan@unicef.org)

* The Management and Administration Sector (MAS) provides overall support to the office’s commitment to RBM and to organizational change, effectiveness and efficiency. It ensures overall coordination and synergies in relation to policy implementation, decision-making and delivery of services and supports a strategic approach to Office-wide management and administration issues. * Under MAS, the Bureau of Programming and Management (PROGRAM) provides more specific guidance, advice and assistance to ILO management and staff on programme planning, change management, resource allocation, and implementation reporting. The Bureau produces the ILO's Programme and Budget and related documents. It analyses and recommends improvements in management systems and procedures. * The Evaluation Unit (EVAL) was established in 2005 with the adoption of a comprehensive evaluation policy. * Oversight, internal audit and evaluation are being constantly reinforced and set-up of an Independent Oversight Advisory Committee is foreseen has been proposed for biennium 08-09. Mr. Joe Thurman, Director, PROGRAM, ILO Geneva Thurman@ilo.org

Since December 2005, the Organizational Development and Management Service (ODMS) under the Executive Office is responsible for coordinating practical efforts to implement RBM principles, and is the focal point for all RBM related issues within UNHCR. It also serves as the Secretariat for the RBM Board. A high-level RBM Board has been established in 2006 to provide overall leadership. Led by the Deputy High Commissioner, the RBM Board was responsible for developing and coordinating UNHCR’s RBM strategy and acting as the steering committee for specific RBM initiatives.

There is no dedicated office for RBM as RBM has been mainstreamed within the various components implemented by different functional units within WFP. One staff member (Senior RBM Officer) in the Office of the Executive Director is dedicated to coordinating the various aspects of RBM implementation and supporting RBM capacity development in WFP.

Mr. Kofi Owusu-Tieku Senior RBM Officer Office of Change Management, Office of the Executive Director World Food Programme Tel: +39 06 6513 3018 Email: Kofi.OwusuTieku@wfp.org

RBM Dimensions

FAO

UNESCO

UN Secretariat

OCHR

Is there a RBM policy/strategy document in your agency? When was it established?

Yes, with the adoption of the FAO Strategic Framework by the FAO Conference in 1999.

In November 1999, UNESCO’s Director-General Koïchiro Matsuura launched a comprehensive reform Results-based budgeting was implemented in the Secretariat in 2000. Implementation of results-based programme with RBM as a pillar. Since then, a results-based approach is systematically applied to the design and management is not yet fully realized, pending endorsement by the GA of the RBM Framework, to be proposed by implementation of UNESCO activities at all levels. UNESCO's “Guiding Principles to Results Based Programming, the SG in early 2008 under Governance and Oversight (A/62/_/Add._). Management and Monitoring (RBM) at UNESCO” are designed to assist UNESCO staff in applying RBM and are updated on a regular basis.

There is not such a formal document. But as part of the Secretariat, we work within the secretariat-wide framework for RBM, as described on OIOS website http://www.un.org/Depts/oios/mecd/mecd_glossary/index.htm

If yes, give title and year of the document (attach document or web address)

See the FAO Strategic Guiding Principles to Results-Based Programming, Management and Monitoring (RBM) at Framework, Section III UNESCO “Implementation programme for the Strategic Framework” (http://www.fao.org/docrep/x3550 e/x3550e00.htm) Model is evolving, components are: i.) 15-yr. Strategic Framework, ii.) 6-yr. Medium-Term Plan, iii.) 2-yr. Programme of Work and Budget, iv.) Annual Workplanning, v.) Implementation Monitoring and Reporting and vi.) Evaluation UNESCO has a cascading results framework building a chain of meaningful and interconnected achievements, interlinking the medium-term strategic programme objectives (6 year-period) with the expected results of the biennial programme and the expected results of the bienial work plans.

http://www.un.org/Depts/oios/mecd/mecd_glossary/index.htm Results-based budgeting is being implemented in accordance with General Assembly resolution 55/231 of 23 December 2000. The Assembly requested gradual and incremental implementation in full compliance with PPBME regulations and rules (STSGB/2000/8).

What are the main components of your agency RBM model?

Currently, RBB implementation is overseen by OPPBA and monitored by OIOS. It should be noted that there were no resources approved by the General Assembly for the introduction of results-based budgeting and related activities, including the establishment of concepts and procedures. While regulations, rules, procedures and guidelines are in place for implementing a results-based approach with respect to the preparation of planning and budgeting instruments (A/61/6), the actual results-based management of programmes and of staff has not been sufficiently practiced. The proposed RBM Framework will address this issue, presenting an action plan to implement RBM according to six best practice principles.

OHCHR is progressively improving its use of RBM. The main components could be found in the Guidelines for the Preparation of the 2008-2009 Strategic Planning

Is there a definition of RBM in your agency? If yes, please give the definition or provide links to the document

A formal definition does not exist, although the JIU definition can be considered FAO’s “working definition”.

For UNESCO, results-based management is a participatory approach to programming, focusing on the achievement of measurable results and impact. It is designed to improve programme delivery, management effectiveness, efficiency and accountability, and should be applied at all stages of the programming process. For UNESCO, results-based management is a participatory approach to programming, focusing on the achievement of measurable results and impact. It is designed to improve programme delivery, management effectiveness, efficiency and accountability, and should be applied at all stages of the programming process.

Pending the endorsement by the General Assembly of the proposed RBM Framework.

We do not have our own definition per se, but have in reality referred to commonly accepted definitions of RBM used by development agencies. We do have a problem with the use of some terminology, e.g. in the Secretariat we use “expected accomplishment” rather than “outcome”. Attached our training materials.

The definition will be included in A/62/_/Add._

(http://www.unjiu.org/data/reports/ 2004/en2004_6.pdf) See Box 1 Has there been an assessment of RBM in your agency? If yes, give name of document, year and attach document of give web address Most recent and direct assessment of RBM at FAO is contained in the Report of the Independent External Evaluation of FAO, Chapter 7 In May 2006, an external evaluation was undertaken on the RBM training programme implemented from June 2003 to December 2005. One of the main findings reads as follows: “RBM culture has been enhanced. UNESCO has been moving towards results-based management (RBM) by introducing policy and programme changes to improve the quality and increase the impact of its programmes. The introduction of RBM training has facilitated this move as evidenced by the use of RBM concepts in work plans and other work activities, as well as the improved formulation of results in the biennial programme and budget document noted by the Executive Board. Participants noted a general satisfaction with the RBM training as well as the application of RBM concepts. They valued the opportunity to learn about RBM and felt more knowledgeable about the formulation of their input into the planning process. ” The Office of Internal Oversight Services (OIOS), the Board of Auditors (BOA) and the Joint Inspection Unit (JIU) have issued recommendations relating to RBM. A/54/287, A/57/474, A/59/5 Vol. I, A/60/73, A/59/617 and Add.1, A/59/607, A/59/631 and A/59/632, A/61/5 Vol I, A/61/83, A/61/805. The proposed RBM Framework is the result of a Secretariat-wide study and review of RBM, conducted by the Department of Management. We have not undertaken such an assessment of RBM, which is really at an early stage of implementation. Until recently the Office used the results-based budgeting approach of the Secretariat which is essentially outputsbased and budget driven. But we have reviewed all strategic plans of 2008-2009 and have a fairly good understanding of where the Office is with RBM.

Has there been any training in RBM in the agency?

For Regular Programme activities, briefings are offered in conjunction with the RBM components noted above. Logframe programme formulation training has been offered for both regular programme and project activities.

In 2003, a dedicated RBM unit has been established within UNESCO's Bureau of Strategic Planning to develop In the past, OPPBA and OIOS have provided one-off RBB training courses and made available materials covering and implement a UNESCO-wide results formulation training. Since 2005, the results-formulation training has been planning, budgeting, performance monitoring, assessment and reporting, aimed at staff with responsibilities for expanded to include UNESCO's contribution to common country programming exercises. Training programmes planning and reporting who use the Integrated Monitoring and Document Information System (IMDIS). A are adapted to different sectoral and regional circumstances, using organization-specific material and examples comprehensive training programme is being proposed under the RBM Framework. and providing coaching for accomplishing the specific programming tasks of UNESCO in a results-based way.

Yes, we have started staff training on RBM – 4 sessions were organized in June-July 2007 on the overall concepts and focusing on the upcoming planning exercise and 1 session in November 2007 focusing on results-based monitoring. We are planning to organize more training sessions. There was also one session of OHCHR staff training on HRBA and RBM in January 2008 in Turin.

RBM Dimensions

FAO

UNESCO

UN Secretariat

OCHR

Is there a RBM and details of training * Staff Orientation: strategic framework; Provide names policy/strategy document in your agency? When tools, presentations, guidelines on planning, budgeting was it established? RBM and evaluation practices; * Programme entity formulation course; * Workplanning; * Monitoring and Assessment; * Planning cycle; * Budget Holders training

Training modules on the theory of RBM, basic concepts, workplanning (including case studies for RBM workplan coaching), monitoring, and results formulation in the context of common country programming processes; Guiding Principles to Results Based Programming, Management and Monitoring (RBM) at UNESCO; RBM website with resource material

Website on RBB with variety of tools and information: http://wwwppbd.un.org/rbb/ http://wwwppbd.un.org/# RBB guide: http://wwwppbd.un.org/pdf/Rbbguide.pdf RBM Tutorial: http://www.un.org/Depts/oios/mecd/un_pparbm/index.htm Glossary on M&E terms: http://www.un.org/Depts/oios/mecd/mecd_glossary/index.htm Evaluation Manual: http://iseek.un.org/LibraryDocuments/631-200506101602365775652.pdf IMDIS helpful tips: http://iseek.un.org/m245.asp?dept=649&iid=305 Best practices: http://iseek.un.org/m245.asp?dept=649&iid=306 Newsletters/advisories http://iseek.un.org/m245.asp?dept=649&iid=720 Procedures for performance reporting http://www.un.org/Depts/oios/mecd_manual/procedures_ppmr.pdf Pending adoption of RBM Framework, tools and training will be improved and consolidated.

The training has been very much linked to our planning process for 2008-2009. We relied on consultants to cover the basic concepts of RBM and referred to our Guidelines for 2008-2009 Strategic Planning. We did not use or have specific tools. The January 2008 training used UNDG approved training package.

What RBM tools are in place in your agency?

PIRES – Programme Planning, Implementation Reporting and Evaluation Support System, is a webbased system used by HQ and decentralized offices to plan, implement, monitor and report on a results basis.

UNESCO's 'System of Information on Strategies, Tasks and Evaluation of Results' (SISTER) facilitates resultsCurrently, the Strategic Framework (A/61/6) provides the overall results framework for the Secretariat. It consists based programming, monitoring and reporting in UNESCO. Programming and monitoring information (including on of Part One: Plan Outline (A/61/6 (Plan Outline) and Part two: biennial programme plan (A/61/6 (Prog. 1- 27) expected results and results achieved) are entered into SISTER, visible to all staff. Currently, SISTER is being recast in order to further improve its functions and to further consolidate its linkages with the financial IT system (FABS) and the Human resources management information system (STEPS).

We have the Secretariat-wide IMIDIS. We have guidelines for the development of the biennial strategic plans, annual workplan and mid-year and annual review and reporting.

Does your agency have dedicated staff/Unit on RBM?

The Programme and Budget Service, Office of Programme, Budget and Evaluation, is responsible for RBM and works closely with the Evaluation Service in the same Office.

Yes, an RBM unit exists within the Bureau of Strategic Planning

Currently, the support capacity for Secretariat-wide M&E activities is located in OIOS. About half of departments and offices have dedicated resources for conduct of M&E. Under the proposed RBM Framework, a central RBM unit would be established in the Secretariat with a M&E support capacity to oversee the implementation of RBM Secretariat-wide and to provide effective support to departments’ M&E activities. Departments would also be required to strengthen their M&E capacities.

We don’t have dedicated staff/Unit on RBM per se. We have a Policy, Planning, Monitoring and Evaluation Service, which leads and coordinates work in these areas.

Name/contact information of the RBM Focal point in your agency for further information/documentation and/or interview by external consultants

Boyd Haight, Chief Programme and Caroline Siebold, Bureau of Strategic Planning c.siebold@unesco.org +33 (0)1 45 68 12 Budget Service (PBEP) Office of Programme, Budget and Evaluation FAO, Rome Boyd.Haight@fao.org +396-5225 5324

Helene Thorup-Hayes, Senior Officer, Office of the Controller, OPPBA. thorup-hayes@un.org 212.963 5241

Gnilane Senghor, Chief, PPMES gsenghor@ohchr.org, 0041 22 917 9695


				
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Description: Agency-RBM-Matrix---UNDG