APD Priorities - Strategies

Name Descri ption

AS5: Establish internal accountability mechanism The strategy aims for APD staff to strengthen a coherent and transparent system of
accountability of the RO and COs staff for achieving results and how these results are achieved. The implementation of this strategy will strengthen accountability of managers and staff for their work and achievement individual performance results. It also aims at team/group accountability of the unit for achieving OMP results. As the result the overall performance will improve.

At the APD level, the key actions to implement this strategy include: • To determine/develop accountability framework through clear definition of scope of work and

“Owner”
Aida

• To ensure clear linkages between PAD and OMP/BSC outputs • To improve team Metrics Proposed Indicators / Measures / spirit and performance through consensual/transparent decision 1. % of PADs which have clear linkagesmaking with OMP/BSC • To promote usage of CSS as a monitoring tool of APD 2. Implementation rate of BSC is 90% performance

reporting subordinacy • To determine a mechanism to effectively monitor unit level Team performance managed through OMP/BSC APD/COs/CSTs

3. CSS piloted and after revision put in practice

Strategy
Measurement Information

Measure Name:

1. Supervisors should ensure that PAD outputs formulated in a manner that reflects clear linkages with unit OMP/BSC outputs aselle_milkshake@mail.ru Risk: Lack of clear linkages between PAD and OMP Implementati outputs constitutes the risk to accountability chain. on Tasks, Notes & Assumption: Managers clear understand their role in Assumptions ensuring proper planning PAD process. Given staff : turnover, presumably 5% of SMs will not have thire Target Information PADs completed for various reasons Baseline

Measure Units: Definition / Formula: Data Sources: Availability:

AS5- Establish internal AS5 -1: % of OMPs which Aida Alzhanova have clear correlations accountability mechanismAziz for Sultan with PADs APD staff once
Objecti ve Measu Name/ re Owner: Reporti Report ng er: Freque ncy

 

                                                          

95% in PAD outputs linked to OMP outputs 90% of planning 95% in Mid Targets: phase for term review 1st Meeting will review: c.y.

Information: Long Term Target: Annual Target: Quarterly

Strategy
Measurement Information

Measure Name:

Measure Units: Definition / Formula: Data Sources: Availability: Implementati on Tasks, Notes & Assumptions : Baseline Information: Long Term Target: Annual Target: Quarterly Targets:

AS5- BSC developed, internal Establish AS5 -2: Aida Alzhanova piloted, revised and accountability mechanismAziz for Sultan implemented APD staff once
Objecti ve Measu Name/ re Owner: Reporti Report ng er: Freque ncy

 

At least 2 review of BSC during the year are required. Risk: Assumption: After revisions BSC will be refined and more realistic
                                                          

Target Information

90 % Implementation Rate BSC accomplish 1st revision ed 1st Meeting will review:

Recommen dations of 1st revision implemente d

2nd revision

Strategy
Measurement Information

Measure Name:

CSS is 80% of requests sent through CSS system rated as used widely All APD Mid-term satisfactory aby APD staff trained review and staff and in using refinement annual CSS of CSS st 1 Meeting will review: target

Measure Units: Definition / Formula: Data Sources: Availability: Implementati on Tasks, Notes & Assumptions : Target Information Baseline Information: Long Term Target: Annual Target: Quarterly Targets:

AS5- Establish internal Aida Alzhanova AS5 - 3: CSS piloted and accountability mechanismAziz for put in practice Sultan APD staff once
Objecti ve Measu Name/ re Owner: Reporti Report ng er: Freque ncy

 

All APD staff use CSS to assist COs Risk: COs will continue to use the ”old practice" of writing e-mails to respective Programme Specialists in APD. Other HQs division will delay timely implementation of request came through CSS Assumption: