BSP: 2018-2021

Results-Based Management (RBM) approach

Theory of Change Briefing

Nairobi Office Retreat

Bureau of Strategic Planning

23 July 2019

BSP: 2018-2021

RBM: Theory of ChangeDiagram & Narrative

Imp

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Assumptions

Assumptions

AssumptionsDescribe in a straightforward

manner

- Overall causal relationships& key assumptions

- How the inputs & activitieswill lead to key outputs and how these will contribute to outcome(s) achievement and culminate in the impact

- Mention why you have opted for this strategy rather than alternative approaches considered

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RBM: Intervention logicIm

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Impact

Outputs

RBM: Intervention logic

Inputs

C/5

Activities

Impact

Outcome

Outputs

Inputs

Preparatory workshops

Trainings

Publications

Evaluation

Actions plans

Awareness raised and advocacy

Capacities & skills strengthened

Major conferences organized

Global reports produced

Technical support/Policy advice provided

Networks established/strengthened/fostered

C/5: Member States are enhancing norms and policies related to freedom of expression,…, and are reinforcing the safety of journalists… Policy makers and other duty-bearers implement policies and practices to support community radio and improve media and information literacy of citizens

Project

*Expected result.

C/5 ER*

Activities

ContributionInfluence

AttributionControl

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OutcomesFormulation of outcomes to be achieved

An outcome is a change in a state or condition that derives from a cause-effect relationship. They represent changes in the institutional and behavioural capacities or development conditions that occur between the completion of outputs and the achievement of impacts.

Outcome:

- It expresses the “desired change” among the target groups

- It focuses on the direct beneficiary/target groups

- It illustrates what the target groups will do differently after the Organization’s action

- It can be formulated in the past or present tense

- It has to be “SMART”

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Outcomes versus outputs

An outcome is not an output

Outputs are changes in skills or abilities and capacities of individuals or institutions, or the availability of new products, goods and services induced by the completion of activities within a development intervention. They are the first effect of the development intervention which contributes to the achievement of outcome(s).

- They reflect the achieved action of the Organization- They are within the control of the Organization and attributable to it- They can be tangible or intangible- They are achieved with the resources provided and within the time

period specified- They are formulated in the past tense- They have to be “SMART”

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Examples of key outputs

Due to UNESCO’s line of work, area of expertise and its five functions, most projects and programmes encompass the following key outputs:

- Awareness raised and Advocacy;

- Knowledge developed, Major conferences organized, Global reports produced;

- Capacities & skills strengthened;

- Technical support or policy advice provided;

- Partnerships & networks established, strengthened or fostered;

- Policy analysis, monitoring and benchmarking ensured.

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OutcomesFrom an output to an outcome-oriented performance

indicator formulation

National capacities strengthened to address gender equality holistically in national education systems

- Performance indicator:

N° of countries supported by UNESCO in addressing gender equality holistically in their national education systems

Member States addressgender equality holistically in national education systems

- Performance indicator:

N° of countries supportedwhich have addressed gender equality holistically in their national education systems

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Implementation Strategy:Theory of Change (partial diagram)

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Results-Based Management (RBM)

Pillar of the UNDS Repositioning

UNESCO Strategic Transformation“RBM is a management strategy which reflects the way an organization appliesprocesses and resources to undertake development interventions to achieve desiredresults (outputs, outcomes, impacts) integrating evidence and lessons learned on pastperformance and actual results into management decision-making. It is a participatoryand team-based management approach that focuses on performance and achievingresults, that is applied at all stages of the programme cycle. It is designed to improveprogramme delivery and strengthen management effectiveness, efficiency andaccountability.”

The RBM approach entails:- Shifting the focus from how things are undertaken to what is achieved. - Emphasis on results in terms of outcomes.

BBM PBM RBM

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Programming Framework Tools

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Programming Framework

*Results encompass both outputs and outcomes.

- Where do you contribute directly?

- Identification of the contribution to higher-level results*

(a prerequisite)

- Where do you start/stand?

- Assessment of the issues to be tackled

- Identification of stakeholders engaged and concerned

- Estimation of resources available

- What is going to be delivered and achieved?

- Formulation of outputs to be delivered and of outcomes to be achieved

- Definition of measurable indicators

- How are you going to proceed?

- Development of a strategy for implementation and achievement of outcomes

BSP: 2018-2021

• An intergovernmental organization, member of the UN and UNDG system

• A normative agency

• A multi-sectoral mandate operating at global, regional and national levels

• Responding to cross-cutting development challenges and PCPD situations

• Committed to 2030 Agenda for Sustainable Development and 17 SDGs

• A presence in 80 countries

• Working closely with national authorities and partners

• 26 subsidiary bodies (category 1 institutes, intergovernmental science

programmes, International Conventions etc.)

• A network of networks: 1,092 World Heritage Sites in 167 countries; 686

Biosphere Reserves; 124 category 2 institutes and centres; 784

Chairs/UNITWIN in 116 countries; 11,500 Associated Schools in 182

countries; around 290 UNEVOC Centres in 167 countries…

• Budget US$595.2 million – and the same amount of extrabudgetary funds

with an Expenditure Plan of $518 million

A complex programming environment

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UN and UNESCO RBM Results Chain

CCA/Common country-level

programming (e.g. UNDAF)

Internationally Agreed Development Goals (IADGs) including

2030 Agenda & Sustainable Development Goals (SDGs)

Results Frameworks

UCS: UNESCO Country Strategy

National priorities,

National Development

Plan

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UNESCO Programme Management Framework

C/4 Medium-Term Strategy(8 years)

C/5 Programme(4 years)

C/5 Budget(2 years)

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• The C/4 (8 years) encompasses 4 C/5s, composed of 2 quadrennial Programme (4 years) and 4 biennial Budget documents.

Accordingly, within the 37 C/4, there are 2 Programmes: 37 & 39 C/5s and 4 Budgets: 37, 38, 39 & 40 C/5s.

• The timeframe for the Integrated Budget Framework is 2 years (RegularProgramme, Extrabudgetary in hand, GAP).

Accordingly, the targets associated to the C/5 expected result performance indicators is set for 2 years (39 C/5: 2018-2019).

UNESCO Programme ManagementFramework

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Mission statement

2 Overarching Objectives

Global Priorities Africa

(2063 AU Agenda) &

Gender Equality

9 Strategic Objectives

37 C/4, 39 C/5 and Projects

37 C/4 (2014-2021) Quadrennial 39 C/5 Programme & Projects

AA/XB WBS element

AA/XB WBS element

Biennial RP budgets

Major Programme

Main Line of Action

C/5 expected result (C/5 ER)

Regional/Thematic Grouping

C/5

Operational

Level

Regular Programme (RP) workplans and

Extrabudgetary (XB) Projects

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Outcomes at the C/5 level Assessment measures

Integrated Budget

Framework

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Outcomes at the C/5 level Formulation of outcomes to be achieved

Challenges in outcomes formulation: Can they all be “SMART”?

- Different nature of outcomes (C/5, global, regional, national)

At the C/5 level an Outcome (“C/5 expected result”):

- Captures the variety of situations in the different regions

- Identifies the diverse direct beneficiaries/target group with a focus onthe change

- Is aggregated to enable the contribution of Programmes, Projects

- Induces a shared responsibility by illustrating what the target groups will do differently after the Organization’s action

- Can be formulated in the past or present tense

- Has to be “SMART”, which can prove challenging

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Example of a Results Frameworkwhen programming (XB Project)

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Timeline by key activities(XB Project)

Group Work 6:

• Divide into groups of 4-5.

• Provide examples of the key activities required for the delivery of the key outputs.

• Prepare for a short presentation in plenary– Any key activities missing from the XB Project document?– Should certain key activities be undertaken for all XB Projects? If so,

which ones?

• You have 15 minutes.

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XB Project Budget(RBB)

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Example of a Results Frameworkwhen monitoring (XB Project)

Project

- Outputs- Outcomes- Challenges, remedial actions and lessons learnt- Cost-effectiveness/efficiency measures- Contribution to C/5 expected result(s)

Monitoring

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Results-Based ReportingCumulative reporting

UNESCO Secretariat presents statutory reports (EX/4) to its Governing Bodies every six months on progress achieved. In accordance with 38 C/Resolution 99 the Director-General is to present:

- Programme Implementation Report (PIR): delivery of activities and outputs- Strategic Results Report (SRR): achievement of results in terms of outcome andimpact - Analytical Programme Implementation Report (APIR): programme implementation analytical strategic assessment over the quadrennium- Online Summary Report: progress overview towards delivery of outputs and achievement of C/5 ERs

*Programme Implementation Report (PIR): 196 EX/4 Part I; 199 EX/4 Part I (A); 201 EX/4 Part I; 206 EX/4 Part I*Strategic Results Report (SRR): 199 EX/4 Part I (B)*Analytical Programme Implementation Report (APIR) : 204 EX/4 Part I*SISTER Report: 195 EX/4 Part I; 197 EX/4 Part I; 200 EX/4.INF.3; 202 EX/4.INF; 205 EX/4.I.INF

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Do not hesitate to contact:

Othilie Louradour du Souich at 8-13-37 or at o.du-souich@unesco.org

All training materials and documentation are available on the http://www.unesco.org/bsp