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Management Excellence for the MTSIP 2008-2013 Results-Based Management (RBM) in UN-HABITAT Presentation at the Partners Meeting Seville, October 2008 By Banji Oyelaran-Oyeyinka, PhD Director, Monitoring & Research Division (MRD) Chairperson of RBM-KM Task Force Introduction Why Results-Based Management (RBM)? Member States, Development partners (donors) and UNHABITAT desire: A more effective UN-HABITAT that delivers results within the limits of resource constraints; An organization that delivers on expectations; A coherent framework for strategic planning and management; and RBM is mandated (General Assembly resolution 55/231). What is RBM all about? RBM is an approach to improve management effectiveness learning and accountability. It focuses on defining realistic expected results, monitoring progress towards achievement of results, evaluating, and reporting on performance against planned results, integrating lessons learned into managements decisions and adjustments to achieve results . It involves division of roles and responsibilities, strategies, processes, organizational approaches, in the light of the resources available. Implementing RBM in the context of MTSIP MTSIP 2008-2013 is results focused; Six results areas developed through participatory, consultative and consensus building process; Key institutional components of the MTSIP developed to achieve excellence in management. They include: Effective implementation of RBM and Knowledge Management; Resource mobilization and communication strategies; Human Resource Management; Enhanced Normative and Operational Framework (ENOF) for enhancing and aligning country-level activities and engagement. Plan to Implement The Executive Director set milestones through the MTSIP Action Plan and established internal Task Forces in July 2007 to support the implementation of MTSIP, The RBM-KM Task Force is a key strategic entity; The RBM-KM Task Force comprises senior staff members across divisions and supported by a senior consultant. RBM in the context of UN reforms Shift the focus of planning, budgeting, managing, monitoring and oversight from how things are done to what results are accomplished The accomplishments are defined with several sub-components Objectives Outcomes/ Results Expected accomplishment Programme of work outputs Indicator of achievement Performance measures Targets Baselines Organizational structure for delivering MTSIP results Results are defined through the Focus Areas; Importance of aligning the focus areas results with the organizational structures (subprogrammes/divisions); Lead divisions, task forces and contributing staff to strengthen partnership, collaboration, participation and teamwork at all levels and stages of implementing MTSIP; Jointly defining the results being contributed to and the results held accountable for; RBM taskforce to institutionalize RBM at a number of levels including: programme planning, monitoring, monitoring, evaluation, internal management and reporting. Structure for delivering on MTSIP results Focus Area 1: Effective advocacy, monitoring and partnerships Focus Area 2: Promotion of planning, management and governance Focus Area 3: Promote pro-poor land and housing Focus Area 4: Environmentally sound basic urban infrastructure and services Focus Area 5: Strengthen human settlements financing systems Focus Area 6: Excellence in management G L O B A L M R D R T C D H S F D O E D / P S D Strategies for RBM Taskforce Articulating RBM clearly and fostering a culture of Results; Promoting Understanding of RBM concepts, techniques and principles; Developing Results Frameworks; Defining strategies, methods for data collection on progress towards the results; Regular Monitoring to track progress; Evaluation of performance to assess what works and does not work, and why; Reporting on performance to enhance accountability and communication with partners; LEARNING: Feeding lessons learned back into improving performance, refining results, indicators and strategies; Strengthening Organizational Capacity to manage for results including making Programme Review Committee more effective support implementation of RBM; Linking results to resources. Results achieved since establishment of RBM taskforce in July 2007 Senior management has supported MTSIP Action Plan, ensuring results become a common focus for planning, monitoring and reporting; Creation of an independent GUO to streamline data collection; Presentations, Retreats and Concept Papers, RBM techniques and principles being internalized in UN-HABITAT; Basic RBM tutorial used to sensitize and internalize RBM guiding principles, techniques and implementation; Training on use of logframes for understanding the results chain accomplished by divisions; Improvement in reporting on MTSIP e.g Third quarter report to the CPR; UN-HABITAT’s project proposal approval processes addressing accountability and quality and efficiency re-designed; Refining MTSIP results, indicators of achievement and performance measures for all 6 focus areas ( SMART results lead to SMART indicators) is on going; Next Steps Develop Focus Area strategic plans clarifying causal logic from mandate to outcomes to activities (aligned with development of policy papers for FA 2&3, Global Campaign, Water and Sanitation TF Strategic Plan, Gender Action Plan and Partnership Strategy); On-going formulation of SMART results & SMART indicators; Facilitate RBM training sessions and mentoring of staff (formal training and learning by doing); Articulate and develop performance monitoring and evaluation plans, tools and systems; Make projects work for results, not the reverse; Revise TOR for the Programme Review Committee – ensure alignment with MTSIP Focus Area expected results; Align Work Programme (2-yearly) with Focus Area strategic plans; Align Resources (staff and financing) with expected results. Next steps Create incentives to promote joint results achievement and information sharing Develop tools for information sharing (Intranet, townhall meetings, brownbag lunches) Challenges & Questions With RBM implementation, UN-HABITAT is strengthening its accountability, reporting and Learning framework; Ability to implement MTSIP with the RBM approach requires resources, commitment, prioritizing; Difficult Challenge: insufficient resources compared with expected results; Institutional Challenge: Work to align SF & WP (Divisions) and FAs (MTSIP); Better understand Short term (Quick Wins)/ 2008 – 2009 vs the full MTSIP: strategy & structure Projects driving agency agenda: bridge the hiatus of 20:80 (Nonearmarked : Earmarked Funding) Results Prioritizing and aligning resources with results $ $ $ $ $ $ Resources Detlef Palm Results? Results expect ed with 20% of Funds Earmarked Funds by donors $ Resources $ END THANK YOU!!!!