Starter Kit : UNDPs Mandate, Programming Tools, and Systems

Latest Update

February 2002
Table of Contents

Introduction to the United Nations Introduction to UNDP Programming Tools Results-Based Management Evaluation & Best Practices Introduction to the SURFs UN System Coordination Human Development Reports Strategic Partnerships Resource Mobilisation Information & Communication Technologies Essential Contact Information
______________________________
Elabor par Nick Hartmann Leadership Development Programme

UNOFFICIAL COMPILATION O F REFERENCE INFORMATION SUPPORTED BY U N D P C ONGO B RAZZAVILLE , THE L EAD PROGRAMME OF O H R , AND THE BUREAU FOR C RISIS P REVENTION AND RECOVERY

With 132 country offices, UNDP has long enjoyed the trust and confidence of governments and NGOs in many parts of the developing as well as the developed world. It is typically regarded as a partner rather than an adversary, and its commitment to a universal presence has proven especially useful in post-conflict situations and with states that had been otherwise isolated from the international community.

A compilation of existing sources in UNDP:

Executive Board documents Programme Manual RBM Tools 2002 Communications Office press releases Speeches & Presentations from the Administrator

MARK MALLOCH BROWN, UNDP Adminstrator

Discover UNDP on the web

INTERnet: www.undp.org INTRAnet: http://intra.undp.org/oa/

AN

Notice Please note that UNDPs rules and regulations evolve constantly, and that some updated information may not be contained herein. Please

UNDP HQ & country office web sites

Elaborated by
Nick Hartmann, Bureau for Crisis Prevention & Recovery (BCPR)

Comments and Questions

nick.rene.hartmann@undp.org

visit the necessary web sites in UNDP to obtain the latest information.

A. INTRODUCTION 1. The United Nations: Background

The name United Nations, devised by U.S. President Franklin D. Roosevelt, first appeared in the Declaration by United Nations of 1 January 1942, in which the representatives of 26 countries undertook to continue together their war against the Axis powers.
Box 1: Kofi Annan
The 7th SecretaryGeneral of the United Nations, Kofi Annan took office in January 1997.

The United Nations Charter was drawn up by the Ghanaian by birth, he representatives of 50 countries at the United Nations has been part of the UN since 1962. Conference on International Organization, held in San Francisco from 25 April to 26 June 1945. They based their work on the proposals prepared by the representatives of China, the Soviet Union and the United States between August and October 1944, at Dumbarton 1 Oaks. The Charter was signed on 26 June 1945 by the representatives of 50 countries. The United Nations Organization officially came into being on 24 October 1945, when the Charter had been ratified by China, France, the Soviet Union, the United Kingdom and the United States, and by the majority of the other signatory states. United Nations Day is celebrated on 24 October every year. DIAGRAM 1: Organization Chart of the United Nations System

Poland, which had not been represented at the Conference, signed later, but still counts as one of the 51 original Member States.

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The United Nations Organization is a forum for resolving the problems which confront mankind in its entirety. More than 30 related organizations, k nown collectively as the United Nations system, work together to make this purpose a reality. The UN and its family of organizations labour unceasingly to promote respect for human rights, to protect the environment, to combat disease, to support development and to fight against poverty. Additionally, various United Nations bodies define the standards of safety and efficiency in air and sea transport, assist in improving telecommunications and consumer protection, seek to ensure respect for intellectual property rights and coordinate the allocation of radio frequencies. The UN also directs the international campaigns to combat drug trafficking and terrorism. Throughout the world, the United Nations system comes to the aid of refugees, sets up demining pro grammes, assists in improving the quality of drinking water and in developing food production, grants loans to developing countries and helps to stabilize financial markets.

2. Introduction to UNDP
The United Nations Development Programme (UNDP) is the UNs principal provider of development advice, advocacy and grant support. With 132 country offices, it has long enjoyed the trust and confidence of governments and NGOs in many parts of the developing as well as the developed world. Its commitment to a universal presence has proved especially useful in post-conflict situations and with states otherwise isolated from the international community.
Box 2: Mark Malloch Brown
UNDP has been led by Mark Malloch Brown ,from the UK, since 1999. He was formerly Vice President for External Affairs at the World Bank.

In September 2000, at the United Nations Millennium Summit, world leaders pledged to cut extreme poverty in half by 2015. UNDP is now charged with helping to make this happen. Its focus is on providing developing countries with knowledge -based consulting services and building national, regional and global coalitions for change. All of the activities of UNDP serve t o promote Sustainable Human Development , (or SHD), in other words a sustainable increase in choices and opportunities for the poor. In order to support SHD, UNDP has specialized expertise in the following areas: Democratic Governance Poverty Reductio n Crisis Prevention and Recovery Information and Communications Technology Energy and Environment HIV/AIDS Democratic Governance Democracy has made impressive gains worldwide over the past 25 years. But both in well established democracies and in new ones, the challenge remains to develop political, legal and regulatory frameworks that are more responsive to the needs of ordinary people, including the poor. Developing-country governments in every region have asked UNDP to help them meet this c hallenge. Poverty Reduction UNDP is helping developing countries plan and implement nationally -owned strategies and solutions for reducing poverty. The goal is to address the multi -dimensional roots of poverty, including through the creation of economi c opportunity; the empowerment of women and the protection of human rights; participatory approaches to government budgeting; and the better delivery of social services. We are also making efforts to build up the capacity of the least developed countries to draw advantages from the global economy .

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Crisis Prevention and Recovery Many countries currently are embroiled in violent conflicts or recurrent natural disasters that can erase decades of development progress and further entrench poverty and inequality. UNDP supports innovative approaches to crisis prevention, early warning and conflict resolution; assists in the coordination of international humanitarian assistance; and helps bridge the gap between emergency relief and long-term development.

Box 3: Zphirin Diabr

The former Minister of Finance of Burkina Faso, Zphirin Diabr, has been the Associate Administrator of UNDP since January 1999.

Information and Communications Technology UNDP is helping developing countries craft viable National Information Infrastructure Policies to encourage greater connectivity and greater competition, thereby cutting transaction costs for delivering public se rvices to the poor and helping them to become entrepreneurs in their own right. And as a provider of knowledge -based consulting services, UNDP employs ICT solutions in every aspect of its work. Energy and Environment Environmental degradation hits the poor the hardest since they are especially vulnerable to problems such as water contamination, land degradation and air pollution. The poor are also the ones in greatest need of access to clean affordable energy. UNDP is leading the United Nations effort i n building national capacity for environmentally sustainable development by promoting global best practices and supporting catalytic interventions. HIV/AIDS Because AIDS kills mostly people in the 15 -49 age group, it is uniquely devastating in terms of increasing poverty. UNDP is helping developing countries prepare, fund and implement strategic HIV/AIDS plans that mobilize all sectors of government and civil society. As an active supporter of South-South cooperation, UNDP is facilitating access to know ledge and best practices from around the world. UNDP is also the agency which takes the lead in the coordination of the United Nations 2 Development Group , (in particular those agencies under the heading Programmes and Funds of the UN organization chart ) and has the role of ensuring that the operational activities of the system help to promote the autonomy of the recipient countries. The distinguishing features of these operational activities are their universality and neutrality, and their ability to respond flexibly to the needs of the recipient countries. They represent a critical and unique resource for strengthening the capacities of the recipient countries to manage their own development processes.

Members: UNDP, UNFPA, UNICEF, UNIFEM, WFP, UNOPS, UNAIDS, UNCHS (Habitat), UNDCP, DESA, FIDA, OHCHR, UNCTAD, and the Regional Commissions (ECA, ECE, ESCWA, ESCAP, ECLAC)

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DIAGRAM 2: Organization Chart of UNDP at Headquarters, New York

B. UN PROGRAMMING AND COLLABORATION TOOLS 1. Support for Coordination of External Assistance

Key Sources & Links Web: For documents related to coordination : http://intra.undp.org/osg/ Web: Programme Manual : http://intra.undp.org/bdp/programming/index.html Web : Development Group Office (DGO) : www.dgo.org

At the country level, the activities of the United Nations system are coordinated by the Resident Coordinator system. The Resident Coordinator is the designated Representative of the Secretary General and the head of the UN country team, and has the primary responsibility for ensuring that the United Nations system provides a harmonized and coherent response to the developme nt challenges of the country in accordance with the mandates of each organization within the system. Coordination impacts the activities of the United Nations system in the areas of programming, information and administration: Operational coordination: Taking steps towards greater harmonization and coordination to make actions more compatible and thus to respond better to the needs of the population. To this end, the agencies in the United Nations system which are represented, for example, in Mauritania, will harmonize their programming cycle as from 1 January 2003. In preparation for so doing, during 2001 they will draw up the Common Country Assessment (CCA), then the United Nations Development Assistance Framework (UNDAF), in close cooperation with the Government, more specifically with the drafting process of the Strategic Framework to Combat Poverty.

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Communication with the outside : Speaking with a single voice to achieve better communication of the messages of the United Nations and to act as a catalyst among the development partners. In addition to the meetings of the development partners and the thematic groups, a Coordination Unit has been set up, and will be attached to the Office of the Resident Coordinator. Establishment of common too ls: Improving the functioning and internal efficiency of the United Nations system. While it is primarily the responsibility of Governments to coordinate all outside assistance provided to support national priorities and strategies, including the assist ance provided by the United Nations system, UNDP seeks to maximize the utilization of the resources coming from the United Nations or available in the form of international aid, through the Resident Coordinator function 3. The following section explains h ow coordination is operationalized, and the tools which have been designed to ensure complementarity among the actions of the sister United Nations agencies. UN Collaboration Tools : CCA & UNDAF On 16 July 1997, the UN Secretary -General announced the ref orms to be introduced within the UN in order to avoid duplication of initiatives, and to ensure that a countrys key problems are dealt with by the United Nations system. In particular, he recommended the preparation of two key documents: the Common Count ry Assessment (CCA) and the United Nations Development Assistance Framework (UNDAF). In order to be in phase with the programming cycle of the Government, (which often means being in phase, for example, with the host country governments National Anti -Poverty Action Plan), the agencies of the United Nations system represented in a given country are required to harmonize their programming cycle as from 1 January 2003. In preparation for so doing, in the intervening years the UN agencies have to draw up th e Common Country Assessment (CCA), and then the United Nations Development Assistance Framework (UNDAF), in close cooperation with the Government. CCA: The Common Country Assessment The Common Country Assessment (CCA) is a country -level process which see ks to evaluate and analyse the national development situation and to identify the main problems as a basis for promotion of political dialogue and preparation of the Framework Plan. The conclusions from this exercise are presented in a CCA document. The objective of the CCA is that the partners involved in it should come fully to grips with the major development problems, on the basis of a common analysis and understanding of a countrys development situation, on the one hand, and of an approach to be take n which will involve the population, on the other. The CCA also establishes a common understanding of the internal and external risks threatening the development process, and identifies contingencies and the needs for recovery and rehabilitation, as circum stances dictate. The CCA is carried out by the United Nations system with key partners: the Government, civil society, the private sector and the donors. UNDAF: The United Nations Development Assistance Framework The United Nations Development Assistanc e Framework (UNDAF) is used to plan the development operations of the UN system at the country level. It comprises objectives and strategies for joint
3 Depending on the country, the Resident Coordinator is often also appointed as the Humanitarian Coordinator, and/or the Special Representative of the Secretary-General. (Since the Congo is a post-conflict country, the Resident Representative there has also been appointed as the Humanitarian Coordinator.)

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cooperation, a programme resource framework and proposals for monitoring, follow -up and evaluation, and l ays the foundations for cooperation among the United Nations system, the Government and the other development partners by preparing a set of complementary programmes and projects. The object of the UNDAF is to bring greater consistency into the UN countr y-level assistance programmes, with shared objectives and a shared timetable, in close cooperation with the Governments. It is based on a Common Country Assessment (CCA), which is a participatory process undertaken at national level, seeking to examine the current state of development in a given country and to identify and analyse the related key questions.

2. Introduction to The Country Programme : A UN Programming Tool

In the past, UNDP used the CCF (Country Cooperation Framework) as the programming instrument by which a Government and UNDP have normally defined the cooperation that they intend to pursue over a period of several years. However, due to the increasing need for closer UN agency collaboration, a new tool had to be devised. The Executive Board reached a landmark decision in June of 2001, to establish a new format of country programming format and process. A number of key principles were followed: to align the country programme and the strategic results framework, to limit the contents of the country programme document to the bare minimum, and to ensure that Headquarters involvement in the process is timely and strategic. The alignment between the Country Programme (which replaces the term: "Country Cooperation Framework") and the str ategic results framework (SRF) (presented in Section C) has been achieved by: (i) (ii) Adopting the SRF concepts and terms in the country programme, especially the concept of outcomes; Deciding that the country -level SRF period will be identical to the country p rogramme period for all new country programmes. This applies to country programmes starting in January 2003 or after. The SRF should then be revised in order to align, both in terms of programme substance and time period, with the new country programme. Ensuring closer alignment between the country programme and the UNDAF, by making better use of the UNDAF for country programme formulation, and by posting the UNDAF on the respective agency websites at the time of posting the country programme. (See sec tion D : Coordination and its Tools for an introduction to the CCA & UNDAF)

(iii)

A significant difference between the new process and the old CCF process is that the new process needs to begin earlier. UNDAFs will need to be completed one year prior to the new programme period. The draft country programme, referred to as a country programme outline in Executive Board decision 2001/11, will need to be ready nine months before the new programme period, so that the Board can review the outline at its June sess ion (i.e. six months before the new period begins). As the enclosed letter explains, the review in June is seen by the Board as an opportunity to consider the country programme at a stage where they can still contribute towards its finalization; for the programme country, it is an opportunity to begin mobilizing resources for the new programme. The final country programme will reflect any adjustments that the Government, in consultation with the UNDP Resident Representative, decides to make following the Executive Board's review of the outline. In most cases, we do not expect that there will be a significant difference in content or length between the "outline" and the final country programme. (The prescribed length of the outline is six pages). The "out line" and the final "programme" are steps in completing a single document, rather than two separate documents. Before their submission to the Executive Board, the country programme outlines, like CCFs, will be subject to internal corporate review. Howeve r, this review process is to be streamlined and shortened.

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In future, the review will focus more on corporate quality assurance than on providing feedback to country offices for changing the programme outline. Specific information on the review process i s now being prepared and will be shared with country offices when approved. To provide time for the review, as well as for editing and translation, country programme outlines should reach Headquarters by 15 4 February. DIAGRAM 3: Table of Contents of the new Country Programme Part I. Situation analysis
With the focus adapted to suit the specific mandate of the agency, this section will contain: A succinct, analytical overview of the most pertinent development issues relevant to the work and mandate of the agency, as well as the trends towards achieving the goals and objectives of relevant international conferences (such as WSSD and ICPD) and the Millennium Declaration. References (and hypertext links) to the relevant parts of the most recent common country assessment (CCA) and millennium development goals report (MDGR). These references deal with the status and trends in development conditions as well as national policies.

Part II. Past cooperation and lessons learned

Brief overview of key results achieved in the past programme, with references and hypertext links to the most recent programme review. Succinct description of major lessons learned, including what worked and what did not work and why, with specific references to the strategies employed in the previous country programme of the agency and how these lessons will be applied in the new proposed programme.

Part III. Proposed programme

Brief reference to the proposed priorities of the country programme and how they contribute to the UNDAF objectives, including a brief description of agencys distinctive role, vis--vis other development partners, in addressing the identified country development challenges. Analytical narrative of the proposed strategies, outlining the causal relationship between identified development challenges and the proposed strategy(ies). The section should address the following issues: (a) the substantive approach(es) (technical and programmatic) by which the identified development and/or post-conflict/recovery constraints will be tackled in order to achieve the intended results and (b) the related partnership strategy to be employed.

Part IV. Programme management, monitoring and evaluation

Brief statement of the agreed arrangements for programme management and M&E of the programme. Brief discussion of data availability, reliability and timeliness, and any action envisaged building national M&E capacity. The proposed management strategy with regard to: (a) implementation arrangements; (b) the strategy for resource mobilization (financial and in-kind); and (c) any proposed changes in country office structure and staffing.

Finally, for further information on the process of the Country Programme, please refer to Decision 2001/11, based on a joint UNDP/UNFPA report on progress and future options in the programming process (DP/FPA/2001/7 DP/2001/12). This document should be reviewed carefully since it will have important implications for the manner in which new country programmes are formulated and approved in the future, harmonizing programming processes of UNDP and UNFPA. It is important to stress that, while this decision applies to UNDP and UNFPA only, it was based on a United Nations Development Group (UNDG) initiative. The Executive Boards of WFP and UNICEF will consider the subject in sessions taking place in 2002.

Country Offices are encouraged to avail themselves of the support services from the outposted policy specialists located in the SURFs (See Section C : Sharing Knowledge and Understanding : The SURFs) to help in the preparation of the UNDAF and country programme outlines

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3. Delivering on the Programme : Execution Modalities

Although UNDP may be the organization selected by the Government to support a development initiative, UNDP does not necessarily do everything itself for the implementation of a project or a programme. Often, UNDP passes various responsibilities on to other partners. In order to be more able to manage these various partnerships in the context of the programme approach, UNDP makes arrangements to provide its support to the programmes and projects in one of the following fo ur ways:
National execution (NEX) This applies to management entrusted to a government entity. It is the normal procedure, and such entities might be, for example, the Ministry of Urban Planning, the Ministry of Local Government, etc. Execution entr usted to a United Nations body such as UNOPS, or a specialized agency like IMO, ILO, etc. Execution entrusted to an NGO , through specific agreements; Direct execution (DEX) This applies to the cases in which UNDP undertakes the management itself, which is permitted in exceptional circumstances.

The management arrangements are laid down following consultations between the parties concerned during the formulation of the programme or project. The Associate Administrator has delegated the decision-making responsibility to the Heads of the Regional Bureaux, and the latter approve DEX projects on a case by case basis, or else delegate the right to approve to a Resident Representative for a period not exceeding one year. In particular, the government coord inating authority often works in consultation with the UNDP country office to coordinate external assistance. However, in terms of the final selection of the execution modality, the final decision and accountability rests with the Resident Representative. Often, a NEX project or programme will have several partners. For example, a NEX project which is executed by the Ministry of Education may have several activities carried out by others, such as UNOPS (United Nations Office for Project Services) which s pecializes in the purchase of equipment and the recruiting of consultants and project managers. But a NEX project gives the maximum management responsibility to the Government. It is important not to confuse the implementing agency with the designated government institution. A single institution is designated to manage each programme or project receiving support from UNDP. Its primary role is to ensure that the results expected of the programme or project are achieved and, in particular, that the ou tputs are the result of an efficient management of the process and an efficient use of UNDPs funds. The institution thus selected is known as the designated institution. On the other hand, the implementing agency is the body which manages the project on a day-to-day basis, recruits the consultants, purchases vehicles, etc. The Government, through its coordinating authority, has overall responsibility for all UNDP -supported activities. This authority is responsible for ensuring that all relevant depa rtments are fully involved in these activities. It is also responsible for the overall implementation of the results anticipated to flow from the support given to the country by UNDP.

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C. Introduction to RBM (Results-Based Management) and its Tools

Key Sources & Links RBMS Resource Centre : All RBM-related information available at the RBM Resource Centre: http://intra.undp.org/osg/ RBMS Analysis Module : an online archive of the planned and achieved development results of all of UNDPs reporting units : http://rbmsgat.undp.org Specific Questions on RBM email formula : rbm.X@undp.org (Where X=Your regional bureau, e.g. RBA , RBEC , RBLAC , RBAP , or RBAS HQ Technical Support Hotline : Resources Strategy Table : rstsupport@undp.org HQ Technical Support Hotline: Results & Competency Assessment : rca.support@undp.org

The objective of RBM is to supply a consistent framework for strategic planning and management based on learning and accountability in a decentralized environment. This approach is intended to improve the effectiveness of management and to enhance accountability, by giving an improved definition of the results to be obtained, and the activities and partners necessary to achieve them. The environment in which UNDP exists has become more competitive (while global development resources have undergone a sharp decline), and our programme governments have become more demanding. RBM places UNDP on a more strategic track, and is based on the following:
A definition of the strategic development results (outcomes) towards which the specific deliverables ( outputs) will be designed; Alignment of implementation modalities, procedures and resources throughout the programme cycle to be able to achieve results; Ongoing monitoring and evaluation of performance, integrating the lessons learned into planning for the future; Enhanced accountability, based on continuous feedback to improve performance;

RBM is essentially a management philosophy and has become the organising principle of the organisation. It is also to be hoped that it will demonstrate better at the global level (specifically to the Executive Board) how UNDP operates and how it better targets the needs of its programme countries, in order also to demonstrate that UNDP gives transparent accountability for its use of r esources. But how can one analyse the commitment of UNDP and its partners, above all in such a multidimensional sector as development? How is one to know if good work is being carried out? In order to analyse and comprehend the results, UNDP has develop ed the following tools and methodologies that underlie the implementation of RBM within the agency:
SRF: Strategic Results Framework ROAR: Results -Oriented Annual Report RCA: Results Competency Assessment MRF: Management Results Framework

SRF: Strategic Results Framework (the What) The country office uses its Strategic Results Framework (SRF) to ensure that the programmes and projects are systematically focused on the results. The SRF helps the country office to balance the collective goals of UNDP with the needs and priorities of the programme country. The SRF covers six themes:
Enabling Environment for Sustainable Human Development (Governance) Poverty Special Development Situations Environment Gender UNDP support to the Un ited Nations

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The SRF is essentially a planning and management instrument. The SRF arises out of the country programme, in the sense that it is compatible with its objectives, but it goes further, in that it includes the effects and outputs, and their ind icators. The SRF is a highly strategic document. It does not include all of the outputs set forth in the projects and programmes of an office, but only those considered most important. A good SRF draws on the Common Country Assessment and the other key documents. A thorough knowledge of the capacities of the Government, the capacities of the partners, and the realities of the country in general, is needed before one can understand and define, as realistically as possible, the contribution of UNDP to dev elopment. Progress is measured by way of indicators, (either quantitative or qualitative, but always time -bound) which have to accompany each result included in the SRF. For example, rather than saying for an output: Preparation of the Human Development Report, it is better to say, 2001 Human Development Report finalized and presented to the Government before the end of May 2001. Even if several activities feed into the preparation of such a report, the SRF is too strategic to include activities such as Recruitment of an SHD consultant , Purchase of the vehicle to carry out the survey, etc. These activities are shown only at the level of the projects and programmes individually. The SRF is intended to be updated every four years (initially for 20 00-2003) but every year, a report, called the ROAR, will be drawn up and sent to Headquarters, explaining what has been achieved and how, and at the same time including the lessons learned. ROAR: Results -Oriented Annual Report The ROAR is a well -structured tool allowing UNDP to make its own assessment (based on indicators) of the progress towards implementation of the results called for in the SRF. The objectives of the ROAR are:
To present an update on the results achieved, accurately, specifically and verifiably, using indicators of effects and the targets for the outputs listed in the SRF; To make an assessment of what went well but also of what went badly, and why, so that the country office and UNDP in general, as well as other important p artners, can benefit from the experience gained and go on improving their performance; To analyse the major factors impeding the achievement of the results, such as the specific conditions of the country, partnerships and resources; To provide a tra nsparent and systematic base on which to establish a consensus within the Government and other major partners on the performance of UNDPs assistance over the preceding year and the main implications of that assistance for the following 12 months. The principal items of data which normally feed into the ROAR are: The most recent reports on the projects and programmes arising from the review mechanisms undertaken regularly for purposes of management and of monitoring and evaluation, and; The financial reports on the estimated expenditures drawn from the Integrated Resources Framework and from other additional sources, specific to the country (if appropriate).

While the ROAR should be discussed with the Government and other key partners, its potentia l as an internal management tool is only now being tapped for the first time, as management realises its value in oversight, programme direction and trend performance management.

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RCA: Results Competency Assessment The RCA is the key element in the hu man resources management system, and makes explicit what the office expects of each officer in terms of performance, and the expectations of the staff in the areas of personal and vocational training. It is a system which provides an objective basis for 5 recruitment, selection, performance planning, and evaluation. The objective is to relate the professional expectations of each officer to the needs of UNDP, and to be able to manage both sides expectations effectively. This requires a structured inter action, and UNDP has developed an RCA cycle which runs on the following process:
Career Review Group Unit Management Plan Individual performance planning Mid-year performance review Year-end appraisal

The mid-year review provides an opportu nity to give comments on the progress achieved and the likelihood of reaching the year -end objectives. It is particularly important in the RCA process that the officer should make significant use of the opportunities for self -training, in particular now t hat UNDP has stated that 5% of an officers total time should be devoted to training. Management Results Framework (MRF) Results orientation and the need to reduce transaction costs in the organization have led UNDP to introduce a streamlined, integrate d system to plan, report and assess on results. The new system has two components: the SRF -ROAR dealing with development results ( what ) and the Management Results Framework (MRF), addressing management results ( how ). The MRF is a multidimensi onal framework for work planning, target setting and managing strategy at all levels of the organization, from the operating unit (both at headquarters and in country offices) to the individual. It aims at providing a view of the organizations overall performance by integrating financial measures with other key performance indicators around organizational policy, organizational learning, stakeholders perspectives and internal business processes. The MRF integrates two tools, the Balanced Scorecard a nd the Country Office Management Plan (COMP) to become a single integrated management and reporting instrument to measure: (1) the organizations progress towards its strategic objectives, and (2) the behavioral changes necessary to improve performance in service delivery and ultimately development results. In the spirit of simplification and reduction of transaction costs for country offices, the number of performance indicators has been reduced from 37 to 17. More information on this new and develop ing http://intra.undp.org/bom/maintopics/services/scoremain.html tool is available at :

The RCA is related to all of the other components of the UNDP careers management system, and is applicable to all staff up to Director level (D-2) who have contracts of at least six months, except for SSA (Special Services Agreement) contracts, which are awarded to short -term consultants.

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D. Remarks on Evaluation and Good Programming

Key Sources & Links Web: Evaluation Office (EO) : http://intra.undp.org/eo/index.htm Web: OECD DAC: Summary Evaluations: http://minweb.idrc.ca/minisa.dll?HOME Web: CEDAB : http://stone.undp.org/undpweb/eo/cedab/eotextform.cfm Web: EO Essentials : http://intra.undp.org/eo/publications/essentials/mainessentialpage.html Document: Programme Manual, Chapter 7: Evaluation

It is necessary to take a moment here to recall a number of best practices, relating to programming. Even when the rules and procedures for drawing up a project or programme are followed, there is one element which is often forgotten, namely the lessons learned and recommendations made whe n earlier projects were completed. It is through the evaluations that UNDP increases and institutionalizes its knowledge and understanding of everything relating to good management procedures, through thematic and operational lessons. This knowledge an d understanding is analysed and systematized at Headquarters so that these lessons can be shared universally. The institutional memory of UNDP is made up of two sorts of evaluations, namely mandatory and non mandatory. A final evaluation is mandatory in the following situations: When a programme or project has a budget of a million US dollars or more at any stage during the life of the programme or project; When UNDP has been supporting an institution (such as a ministry, a department, an agency, etc.) for ten years or more, a compulsory evaluation based on that criterion has to be undertaken covering all of the programmes and projects through which UNDP has channelled its support to the institution concerned; When an agreement has been signed with the donor(s) to the effect that an evaluation will be done These lessons have to be sought out and considered before a new project or programme is drawn up, and UNDP makes available two sources which can be consulted: CEDAB: Central Evaluation Data Bas e CEDAB is the institutional memory of UNDP, containing the evaluations of more than 1 500 projects (in English, French, and Spanish). CEDAB offers a short summary (2 -4 pages) comprising: The immediate objectives Remarks on the project design and it s results Recommendations Problems observed and lessons learned

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DIAGRAM 4: CEDAB: the Search Screen

CEDAB contains the text of the evaluation sheets which have to be completed at the end of the evaluation of a project or program me. This very short sheet is in fact a summary of the recommendations and the lessons from the main evaluation report. The database is a service which helps the country offices to share in these lessons, to draw up better projects, and to identify other offices with similar activities and experiences. CEDAB is constantly updated with new evaluations and new information. EVALNET: Network of UNDP Evaluators What is to be done if you need someone to carry out your midterm or final evaluation? That depend s on whether it is an internal or external evaluation, but in any event, you will often need someone who knows UNDP. The Evaluation Office offers the service EVALNET, a network of experts in evaluation. EVALNET is a group of about 30 UNDP officers, princ ipally from the country offices, who take part in evaluations and similar activities. Its intention is to improve UNDPs capacities for learning, and to integrate a culture of monitoring and follow -up of results within the organization. If you need help from a UNDP colleague from a different country office, someone who has been trained at Headquarters in the follow -up and evaluation tools, contact the Evaluation Office. ESSENTIALS The Essentials comprise a series of publications which take the form of summaries based on the lessons learned (and their recommendations) by UNDP and other development agencies. The primary objective, as in the case of CEDAB, is to assist the country offices to improve project design and implementation in order to achieve b etter results. Among other topics, there are Essentials on Creation of Micro -Enterprises, Support to Entrepreneurs and Microfinance.

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E. SHARING KNOWLEDGE AND UNDERSTANDING: THE SURFS

In order to support the integration of a culture of learning within UNDP, and to maximize the sharing of knowledge and understanding in the organization, the Bureau for Development Policy (BDP) has created SURF (Sub -Regional Resource Facilities) networks. The purpose of the SURFs is to provide high quality support t o all UNDP country offices, reinforcing the position of UNDP as the trusted partner of the developing countries. In order to be able to fulfil this purpose, the SURFs offer the following services: Advice and technical support to the country office in the identification, formulation, and review of programmes Access to substantive information relating to the programmes , and referral services for finding consultants Sharing of information and experience between the officers and the partners in development Identification/documentation/communication of best practices in the main topics of UNDPs work The SURFs serve the following regions, and have their websites and e -mail addresses there, but are in fact based in the host countries in order to s erve more effectively at the regional level. The other SURFs should also be consulted, given that each SURF has a different area of specialization, determined by the needs of the country offices in that region. The addresses are:
Arab States: http://www.surf -as.org/ Caribbean : http://surf.undp.org.tt/ Europe and CIS : http://www.rbec -surf.sk/ Central and Eastern Africa : www.ceasurf.org Bangkok SURF : www.surf.undp.or.th Western & South Asia : http://www.surfsouthasia.org/ Southern Africa Sub-Regional Resource Facility : http://www.sasurfs.undp.co.zw/

DIAGRAM 8: SURF Structure

The links change at times, and if they are not working, it may be helpful to access the SURF site at Headquarters: www.undp.org/surf/global.htm

F. HUMAN DEVELOPMENT REPORTS

Key Sources & Links Document: The HDRs are available in every country office Web: HDR Home : www.undp.org/hdro/index.htm CD-ROM: A CD-ROM with the HDRs from 1990-1999 is also available in each country office Web : For more information on the CD-ROM : www.undp.org/hdro/cdrom.html Email: Questions regarding HDRs or NHDRs : hdro@undp.org

UNDP helps Governments to fulfil their commitments to the various United Nations Conferences, such as Rio de Janeiro (Environment), Copenhagen (Social), and Beijing (Wom en).

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With a view to facilitating advocacy for the various topics related to poverty, every year UNDP prepares publications at the global and local level, the best known of which are the human development reports described below. They put forward recommen dations on a theme which changes from year to year, such as Good Governance, Globalization, The Role of Technology and Communication, and so on. HDR: Human Development Report The first UNDP Human Development Report, published in 1990, appeared at a ti me when the international community seemed to be concerned more with balanced budgets and the balance of payments than with people. The Human Development Report series, which gave rise in turn to the publication of national and regional reports on human de velopment covering more than 120 countries, calls for the development discussion to shift away from an exclusive concern with economic growth (which is only one of the ways albeit a very important one to reach goals having to do with mankind) and to be come instead an approach which balances its concerns equally among equity, sustainability, productivity and demarginalization. The most notable offshoot of the Report, the Human Development Index (HDI), would then take the place of the GNP as a measure of development. Every year, the HDR, which is widely quoted, classifies countries according to criteria such as income per inhabitant, life expectancy at birth and respect for womens rights. The objective is to put people back at the centre of the developm ent process. It is used by heads of State, senior officials, the media, civil society organizations and researchers from the academic world, and has moved Governments to take a number of initiatives, including: The decision by Brazil in the mid -Nineties to use a modified version of the Human Development Index, with other indicators, to allocate resources among the countrys 5 000 municipalities; and The adoption by South Korea and Japan of the Gender Empowerment Measure (GEM) from the Human Developme nt Report in the preparation of national legislation on gender equality. NHDR: National Human Development Report
6

The national reports on human development, which have followed the methodology of the Human Development Report at the country level, are pr epared by national teams specifically responsible for them. By the end of November 2000, more than 260 national and sub -national reports on human development had been produced, in 134 countries so far, as well as nine regional reports. The national human d evelopment reports have brought the concept of human development into the national discussion on what action is to be taken - not only by using the human development indicators and the recommendations as to policies to be implemented, but also by means of the actual process of consultation, data -gathering and writing of the report. That process is carried out under the direction of the country concerned, and entirely under its responsibility. The human development reports have helped to set forth the perc eptions and priorities of the population and have constituted a guide containing numerous ideas for development planning. Some examples: The 1998 report of Cambodia drew the attention of the national media, the public authorities and the public to the persistent discrimination against women with regard to access to education and health care.

For countries in crisis or in post-conflict situations, a NHDR has to be drawn up every two years.

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The 1998 report of South Africa on HIV/AIDS led to the preparation of plans for a more in-depth study of all of the costs both direct and indirect entailed by the epidemic for the Government, for communities and for households. It is important to note that the Human Development Reports are commissioned by UNDP, but do not necessarily represent the policy or approach of UNDP, since they are independent reports. At the country level, the NHDR is financed by UNDP and is considered to be a UNDP product, but it is frequently drawn up in cooperation with the Government, and is often officially presented by the Government. Other Projects Related to the Human Develop ment Reports With a view to widening the discussion on the major aspects, UNDP has launched several new projects during the past two years, including the annual Global Forum on Human Development, the annual Training Course on Human Development , directed towards the heads of the national human development report teams (held in cooperation with the University of Oxford), the Journal of Human Development and the annual prizes awarded to the best national human development reports. The general objective of th ese initiatives is to create an influential and multidisciplinary community of academics and practitioners who will work towards producing concrete proposals and promoting ideas on human development in all of societys areas of activity.

G. STRATEGIC PARTNERSHIPS, RESOURCE MOBILIZATION, AND THEMATIC TRUST FUNDS

Key Sources & Links Web: Donor Profiles : http://intra.undp.org/brsp/drm/docs/donorframes.htm Web: BRSP Home : http://intra.undp.org/brsp/index.html Web : Thematic Trust Funds : http://intra.undp.org/bdp/funds/docs/TTF_procedures.doc Web: Information on Cofinancing : http://intra.undp.org/brsp/drm/docs/cf/cftopics.htm Email : Forum for discussion on resources on the SURF network : partnership-net@groups.undp.org

In the sections on RBM and on Coordination, the importance of partnerships has already been mentioned, noting that obtaining results in development requires a complex range of actions by multiple actors. It is therefore essential to create effective partnerships, bringing together different actors around a common goal. According to the UNDP Administrator, Mark Malloch Brown, Partnerships for UNDP will be at the cutting edge of new ways of doi ng business: they will require extensive networking and will demand high-quality knowledge management. Developing and institutionalizing partnerships will have a major impact on the organization, promoting a more outward - and client-focused culture.

1. Partnerships
In order to support the creation and maintenance of partnerships, the Bureau for Resources and Strategic Partnerships (BRSP) has been remodelled. Strategic partnerships have been concluded with other bodies in the United Nations system as we ll as with the donor countries, civil society organizations, the Bretton Woods institutions, financial institutions such as the regional development banks, and the private sector. The mandate of the BRSP is to bring about the exchange of information, to pr omote partnership strategies and to act as a catalyst. Some examples: Indonesia Working together with partners such as the Interparliamentary Union, UNDP has provided electoral assistance to 68 countries. In 1999, for example, UNDP supported the fir st democratic parliamentary elections in Indonesia by training the electoral personnel and the

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ballot observers, by taking part in the vote count, certification of the parties and the provision of information to the electors by way of the media. Viet Nam In Viet Nam, the Government and business groups asked UNDP to help them draw up a new law on companies intended to level the playing field as between the State and the private sector, to give better protection to property rights and to reduce administ rative procedures. This new law, which was enacted in 1999, abolished 170 subsidiary licenses and reduced the waiting time for creating a new company from 98 days to 7. The creation of partnerships is very closely linked to the mobilization of resources, both at the global and at the local level, in particular since resources for development have dropped over the last ten years. In order to facilitate the mobilization of resources, the BRSP develops Donor Profiles, which show a summary of the priority sectors for various donors, their preferences, and the amounts that they commit. These profiles are accessible via the BRSP intranet and should be consulted whenever a resource mobilization strategy is being drawn up. With regard to resource mobilizatio n policy, UNDP follows a global strategy which aims to: Increase UNDPs core resources Strengthen the predictability of the financial resources Diversify and increase the number of key donor countries Strive for the target of annual financing o f $US 1.1 billion (currently, it is $US 700 million)

2. Resource Mobilization
There is no golden rule which will guarantee that resources will be mobilized; only a soundly -based approach and a professional attitude will incite partners to join us in our mis sion. To help achieve this, the BRSP puts forward a number of best practices, based on past experience, which are listed below. The good practices are: Establishment of a culture of results -based management . Everyone should be a mobilizer of resour ces, not just the RR, the RC or the DRR. Constructive analyses and advice: The ability to identify a problem and offer a concrete solution; UNDP owes it to its clients to provide an effective advice service. A facilitating approach: The use of small quantities of resources for pilot trials and initial ideas in the context of preparatory assistance undertakings (before setting up a complete project) to convince the donors that they should invest in a more fully -developed project. The partnership app roach. Close cooperation with the partners, including missions, briefings, organization of working groups on particular themes, etc. This necessarily has to encompass establishing close personal relations with the Government and the key actors. Trust: Our partners have to be convinced of the quality of our political advice and of its neutrality, and of our ability to establish networks. That reflects our innovative, strategic and substantive capacities.

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Some mistakes to avoid are: Over-promotion of UNDP. We have to promote UNDP, but on the other hand we mustnt exhaust our partners! Lack of support from the base. It is essential not to send project documents to the donors or, worse, to their capitals without having first established a base of support at the country level, particularly at the level of the embassy of the country in question and its government. Imbalance among priorities. Too much coordination instead of cooperation; a too frequent desire to take control of the initiatives; o r too much duplication among sister agencies; the office must clearly identify the problems which are blocking the achievement of results. Missing deadlines. It is essential that all UNDP officers should observe the dates for submitting reports, plans , and so on, both within the office, and also, and above all, with respect to outside partners.

3. Thematic Trust Funds

Thematic Trust Funds are a new instrument to help UNDP address its development priorities of its programme country partners as expressed in the MYFF, enabling donors to provide additional contributions to UNDP in support of its thematic activities. They function through different Windows: Country Windows, for funds earmarked to specific countries for thematic activities. Regional Windows, for funds earmarked to specific regional programmes for thematic activities. Global Windows, for non -earmarked thematic contributions, for country, regional and global use. TTFs have several purposes in this respect: 1. Thematic focus. TTFs help UNDP on the one hand to align and focus its Global, Regional and Country Programmes around its six practice areas, and on the other hand allow UNDPs donors an opportunity to demonstrate through thematic contributions their commitment to promoting increased alignment and focus of UNDP programmes. 2. Non-core resource mobilization. TTFs are a way for UNDP to mobilize funds not available for regular (core) resources nor easily accessible at the country level, by making it easy for interested donors to contribut e to a particular theme, either globally or for a specific region or country. 3. Rapid disbursement. TTFs allow for simplified and rapid disbursement of funds for qualifying interventions. 4. Strategic initiative. TTFs provide Country Offices with a source o f discretionary finance to fund innovative and strategic interventions.

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H. INFORMATION AND COMMUNICATIONS, TECHNOLOGY, AND THE ICTs 1. Information & Communications: Introduction to the Global Strategy
Key Sources & Links Web: UNDP Communications Strategy : http://intra.undp.org/dpa/ebs/coa-ebs/globstrateg1/index.htm Web: UNDP Communications Manual : http://intra.undp.org/dpa/communicationsmanual.doc Web: Fact Sheets : Fast Facts about UNDP : http://intra.undp.org/dpa/facts.htm

UNDPs communications strategy has been upda ted in order to position the agency as the global leader in the fight against poverty, and to allow it to contribute effectively to halving the number of the poor by 2015. A good communications strategy is essential, at the global and local levels. It is the key to awareness raising, advice, advocacy, resource -mobilization and the creation of partnerships against poverty. When drawing up a communications strategy, it is essential to make sure that the strategy will: Strengthen understanding of the m andate and the activities of UNDP , including its role in the United Nations system and the global development targets. Strengthen political support for UNDP , and for the United Nations system in general Increase the resources available to UNDPs projects and programmes. In order to achieve these objectives, UNDP has had to raise its profile, and play a much more active role with the media, always with the aim of driving home the message of the fight against poverty worldwide, and of mobilizing resou rces for that cause. Visits to the country by the Administrator and the Associate Administrator, international conferences, communications by the Resident Representatives, and messages and announcements targeted actively towards the media have also played a part in an enhanced awareness worldwide of UNDPs activities. A major awareness -raising event each year within UNDP is the launch of the Human Development Report. A press kit relating to the HDR is normally prepared at Headquarters and sent to the co untry offices, in order to ensure that the message given is consistent. It is often the case that the country offices will coordinate the local launch of the HDR with their own NHDR, which is often presented by the Government. The participation of donors , civil society, NGOs, and if possible various associations from the private sector is essential when the Report is launched. UNDP also works on the communication front in close cooperation with its sister agencies, with the United Nations Information Cen tres and with the Department of Public Information (DPI) at the UN Secretariat to drive home the messages on critical topics such achieving the Millennium Development Goals (MDGs).

2. Technology: Introduction to Technology Strategies

Key Sources & Links Web: www.netaid.org Web: The Sustainable Development Networks Programme (SDNP) : www.sdnp.undp.org Web: The Small Island Developing States Network (SIDSNet): www.sidsnet.org Web: ICT for Development Programme : www.undp.org/info21 Web: Web of Information for Development (WIDE): www.wide.org.br Web: The Asia Pacific Development Information Programme (ADPIP): www.adpip.net Web: Internet Initiative for Africa : www.undp.org/menu/welprog.htm

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The information and c ommunications technologies (ICT) have become indispensable in the fight against poverty throughout the world. The ICTs give the developing countries an unprecedented opportunity to achieve vital development objectives much more efficiently than in the past , for example in the areas of poverty reduction, basic health care or education. The countries which are successful in taking advantage of the ICTs can expect to experience vigorous economic growth, significantly improved social protection and more democra tic forms of government. UNDP aims to be in the forefront of this effort, by stimulating an enabling environment and by taking a catalytic role at the application level. It will make innovations through the projects which are needed 7 on the ground to brid ge the digital divide and to include everyone in the global economy. The challenge to be met in the ICT arena is colossal. Despite the forces of market liberalization and globalization and the efforts to reform the policies followed by the public authori ties, the objective of universal access to the ICTs and to the worldwide information infrastructure continues to be elusive and the disparity in access to the ICTs continues to grow.

Since 1993, UNDP has been active in the vanguard of ICTs for economic a nd social development. By drafting and applying pilot programmes and projects in information technology at the national and regional levels, UNDP has helped to foster the creation of an environment favourable to ICTs in the developing countries and to promote sustainable development.
During this period, UNDP, by means of its programmes and initiatives, has: Helped to connect more than 15 countries to the Internet for the first time and deployed the first Internet providers and networks in more than 40 c ountries; Trained more than 25,000 organizations and institutions ; Created more than 5,000 Web sites for governments and those working for civil society; Created more than 3,000 national and regional thematic networks by means of tools for setting up Internet networks. Some of UNDPs other ICT initiatives, currently in progress, are: Global initiatives www.netaid.org is one of UNDPs main mobilizing instruments in relation to the digital divide. In association with Cisco Systems, www.netaid. org will play a primary role by mustering the support of the public for complementary activities relative to ICTs and by encouraging its participation in those activities, for example at UNITeS, the Digital Opportunity Initiative. Netaid.org has also launc hed new on-line programs on questions such as HIV/AIDS, micro credit, education of girls, human rights, a worldwide referendum on the future agenda for children and an on -line link with civil society. The Sustainable Development Networking Programme was launched in 1993 to tackle issues of connectivity and establishment of networks, strengthening national stakeholder capacities, and development of content at the national level. A significant component of the programme aimed to make senior officials awar e of the ICTs and the Internet. The programme, which is currently operational in 45 countries in all the regions of the world, conducts telecenter pilot projects, e -commerce for development and e -governance initiatives. The Small Island Developing S tates Network (SIDSNet) , launched in 1996 by the Sustainable Development Networking Programme, is a community of 42 islands which are linked by the Internet for purposes of sharing information and coordinating their actions on the
7

In other words, the disparity between those who have access to the Internet and those who do not.

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key questions which were identified by the Global Conference on the Sustainable Development of Small Island Developing States, held in Barbados in 1994, as impacting the island States. The Network is closely linked with the Alliance of Small Island States and provides specific training to the partners in SIDSNet at the national and regional levels. The ICT for Development Programme, launched in 1997, is intended to increase awareness of this domain and to draw up ICT strategies at the national level, by strengthening national capacities and putting in place community centres which provide access to technology in pilot locations. It also manages a major portal which contains the most recent data on the questions having to do with ICTs and development. Web of Information for Dev elopment (WIDE), an initiative of the Special Unit for Technical Cooperation among Developing Countries, launched in 1998, is a worldwide database on institutional capacities, specialized abilities and knowledge, and innovative experiences, which is available on the Internet and accessible to the public. Regional Initiatives The Asia-Pacific Development Information Programme , launched in 1996, provides capacity-building in the ICT area and in the related major aspects, offers support and assistance to ICT-related initiatives, and helps to establish and implement ICT systems in 42 countries of the region. The programme operates from Kuala Lumpur at regional and national levels. The Internet Initiative for Africa , launched in 1996, is intended to str engthen Internet infrastructures at the national level and to promote the development of national interconnecting networks. A major component of the Initiative involves strengthening of national technical capacities and skills in telecommunications in 15 African countries. The programme is based in Accra. Today, 96% of the servers on the Internet are located in the high -income countries, home to only 16% of the worlds population. There are more servers in Finland than in the whole of the Latin American and Caribbean region, more in the city of New York than on the whole African continent. It is clear that ICT in the developing countries remains a major challenge, and that UNDP has a major role to play in this area.

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Annex 1 The New UNDP Project Docu ment Format

Summary of key features:

1. The project outcome is determined as part of the country programming process. The planned outcomes in the country programme and in the Strategic Results Framework (SRF) will be identical. This means that in future t he duration of the SRF and CCF must be identical. 2. Terminology in the new format, is now fully compatible with the Strategic Results Framework. 3. All inputs, activities and outputs can be traced to a corresponding outcome, facilitating budgeting by output a nd outcome. While country offices may, at present, use the new Input Output Budget on an optional basis by producing it manually, the new FIM/RBMS software to be released in 2002 will do this automatically. The standard project budget format produced through FIM is, of course, mandatory.

4. With the above measures, the essential elements of the Programme Support Document and
the project document are combined in a single format.

5. With hypertext links to the country programme and SRF, the need for descriptiv e information
in the project document is reduced. The current cover page data and signature blocks will appear at the end of the document. The new cover page is a genuine cover only. The new minimum corporate standards will be reflected in appropriate re visions to chapters 4 and 5 of the Programming Manual. 1. The minimum corporate standards

The minimum essential elements of the project document are: Cover page The cover page itself is a genuine cover only. A sample is attached. The cover page data a nd signature blocks appear at the end of the document. The only sectoral or thematic classification system that the user needs to complete is the strategic areas of support (SAS). The ACC classification system will continue to be used until the FIM has bee n adjusted to incorporate the SAS in place of the current systems. The SRF outcome typology will replace the "type of intervention" currently in FIM. Part Ia. Situation Analysis minimum one paragraph, suggested maximum one page State the problem to be addressed and provide a reference (and hypertext links) to the relevant outcome in the country programme. Explain the national institutional and legal framework and the intended beneficiaries. Provide a reference (and hypertext links) to the findings of relevant reviews or evaluations. Part Ib. Strategy minimum one paragraph, suggested maximum one page Outline the national strategy including the national commitment to achieving the outcome. Explain in particular how UNDP will support policy dev elopment and strengthen national capacities and partnerships to ensure that there are lasting results.

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Part II. Results Framework minimum one page, using attached format Describe concisely the desired outcome, outcome indicator and outputs, to be prod uced through UNDP-supported efforts, and related activities and inputs. Include annual output targets where necessary to clarify the scope and timing of the outputs. Please refer to the UNDP Results Framework Technical Note ( http://intra.undp.org/osg/results ) for an explanation of the terms and concepts. Part III. Management Arrangements - minimum one paragraph, suggested maximum two pages Explain the roles and responsibilities for carrying out the proje ct (execution arrangements), and include annexes as needed. Describe briefly how the key corporate principles for monitoring, measurement and evaluation will be applied for the project or outcome. Explain how the parties intend to draw, codify and share lessons from the project. (Guidelines will be issued in 2002 on this topic.) Part IV. Legal Context Standard text. Budget As per FIM, until integrated RBMS -FIM system is in place.

2.

Additional elements of the project document

The elements outline d above constitute the essential minimum requirements in terms of documentation. They apply to projects that are limited in scope, duration and UNDP budgets such as the Thematic Trust Fund projects. In other projects, it may be appropriate to spell out o r provide a reference or hypertext link to certain key results of the project formulation process. This may include: a description of the process by which the project was developed, mentioning lessons learned from related projects; the main findings from a capacity assessment; and how to monitor that capacity; an assessment of opportunities and risks; social, gender and environment assessments; where more than one project is contributing to the achievement of an outcome, an explanation of how the projects will collaborate; a statement of actions required before full activities can commence (prior obligations or prerequisites); output indicators, where the outputs are not clearly measurable; a description of the inputs to be provided by national partners an d by UNDP; the terms of reference of consultants and contractors and of key bodies such as a steering committee; a draft work plan to clarify the timing and responsibility for carrying out activities, and the inputs required; a project or outcome monitorin g plan.

The local Programme Advisory Committee must advise the Resident Representative on the need to include one or more of these elements.

3.

Flexibility

In the interest of reducing the burden on programme countries, country offices may modify parts I to III of the project document format where this will permit a common format to be used by UNDP and another UN agency or other donor.

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Regardless of format, the minimum standards of information quality must still be met. The elements of Part II will continue to be captured in the FIM/RBMS.

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SAMPLE COVER PAGE

Government of ______________

United Nations Development Programme Names of additional partners, particularly agencies in the United Nations Development Group, as appropriate

Title of Programme or Project

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PROJECT RESULTS AND RESOURCES FRAMEWORK* Complete the table below for the outcome that the project is designed to address. Intended Outcome as stated in the Country Results Framework: Assign a number to each outcome in the countr y programme (1, 2,..). Outcome indicator as stated in the Country Programme Results and Resources Framework, including baseline and target. Applicable Strategic Area of Support (from SRF) and TTF Service Line (if applicable): Partnership Strategy Project title and number:

Intended Outputs Specify each output that is planned to help achieve the outcome; where the output itself is not clearly measurable, include an associated output indicator, and a baseline and target to facilitate monitoring of change over time. Number the intended outputs: 1.1, 1.2, etc.

Output Targets for (years) Use this column for the more complex projects where an output takes more than one year to produce.

Indicative Activities State the main activities needed to produce each output or annual output target Number the activities: 1.1.1, 1.1.2, etc.

Inputs Specify the nature and cost of the UNDP inputs needed to produce each output.

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PROJECT RESULTS AND RESOURCES FRAMEWORK - SAMPLE OF AN ANNUAL INPUT OUTPUT BUDGET

ANNUAL OUTPUT TARGET Year 1 - Potential risk factors and related indicators identified WORKPLAN FOR YEAR 1 ACTIVITY DESCRIPTION 1.1.1 Establish the set of priority areas and indicators by organizing brainstorming sessions, involving Project Team, donors and beneficiaries in order to reflect their interest and views. 1.1.2 Establish the data collection mechanism Total for output 1.1

INPUTS DESCRIPTION International consultant Travel costs Rental

BUDGET LINE 11.01 31.01 21.01

BUDGET 5,000 15,000 5,000

International consultant National consultants

11.01 17.01 17.02

5,000 5,000 5,000 40,000

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Annex 2 UNDP Headquarters and Liaison Offices

United Nations Development Programme Partnerships with Business Division One United Nations Plaza New York, NY 10017 USA Telephone: (212) 906 -5878 Fax: (212) 906 -5776 United Nations Development Programme European Office Palais des Nations CH-1211 Geneva 10 Switzerland Telephone: (41 -22) 917 8542 Fax: (41-22) 917 8001 UNDP Liaison Office at Brussels Bureau de lONU/PNUD 14 rue Montoyer 1000 - Brussels Belgium Telephone: (32 - 2) 505 4620 Fax: (32 - 2) 505 4729 UNDP/Inter -Agency Procurement Services Office (IAPSO) Nordic Liaison Office Midtermolen 3, PO Box 2530 DK-2100 Copenhagen 0 Denmark Telephone: (45 -35) 46 71 54 Fax: (45 - 35) 46 70 95 UNDP Tokyo Office UNU Building, 8th floor 5-53-70 Jingumae Shibaya-ku Tokyo 150 -0001 Japan Telephone: (813) 5467 4751 Fax: (913) 5467 4753 UNDP Liaison Office in Washington, DC 1775 K Street, NW, Suite 420 Washington, DC 20006 USA Telephone: (202) 331 9130 Fax: (202) 331 9363

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