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Planning Toolkit - Web Version PDF
Planning Toolkit - Web Version PDF
TOOLKIT
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The Planning Toolkit was developed by the Office of Rule of Law and Security Institutions of the
United Nations Department of Peacekeeping Operations. Content by Anna Shotton, Strategic Planning
Officer, Office of Rule of Law and Security Institutions.
The Planning Toolkit can also be found online on the Peace Operations Intranet.
Office of Rule of Law and Security Institutions
Department of Peacekeeping Operations
The development of this Planning Toolkit was made possible by contributions from
the Government of Luxembourg and the Government of the United Kingdom.
United Nations
New York, NY, 10017, USA
Peacekeeping resources: http://www.un.org/en/peacekeeping/
Contents
Page
Foreword . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1
Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
A. Rationale . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
B. Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3
C. Development process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4
D. Guidelines . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
E. Terms and definitions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
F. References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
G. Monitoring and compliance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
H. Contact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
I. History . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
iii
Planning Toolkit
Page
Tool 6. Checklist of dos and donts and examples to develop component-level plans . . . . . . . 75
Tool 6.1. Summary of dos and donts . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75
Tool 6.2. Checklist of dos and donts on objectives . . . . . . . . . . . . . . . . . . . . . . . . . . 85
Tool 6.3. Checklist of dos and donts on expected accomplishments . . . . . . . . . . . . 88
Tool 6.4. Checklist of dos and donts on indicators to measure expected
accomplishments . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 91
Tool 6.5. Checklist of dos and donts on outputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . 102
Tool 6.6. Lists of examples of indicators to measure expected accomplishments . . . 108
Tool 6.6.0. Introduction to lists of examples of
indicators to measure expected accomplishments . . . . . . . . . . 108
Tool 6.6.1. List of examples of indicators to measure expected
accomplishments relating to cross-cutting issues . . . . . . . . . . . 111
Tool 6.6.2. List of examples of indicators to measure expected
accomplishments relating to policing and law enforcement . . . 117
Tool 6.6.3. List of examples of indicators to measure expected
accomplishments relating to the judiciary . . . . . . . . . . . . . . . . . 120
Tool 6.6.4. List of examples of indicators to measure expected
accomplishments relating to corrections . . . . . . . . . . . . . . . . . . 124
Tool 6.6.5. List of examples of indicators to measure expected
accomplishments relating to DDR . . . . . . . . . . . . . . . . . . . . . . . 128
Tool 6.6.6. List of examples of indicators to measure expected
accomplishments relating to mine action . . . . . . . . . . . . . . . . . 131
Tool 6.7. List of examples of outputs . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 143
Tool 7. Planning joint programmes and joint initiatives between a UN Field Mission and other UN
partners . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 147
iv
Foreword
It is my sincere pleasure to launch this
DPKO-DFS Planning Toolkit. Whilst
developed primarily for rule of law
Dmitry Titov
Assistant Secretary-General
Office of Rule of Law and Security Institutions
UN Department of Peacekeeping Operations
Planning Toolkit
I hope its
not going to ask
us to produce
another plan!
Corrections
Mission Strategic
Planner
Budget
Police
No, not at all! The Planning Toolkit doesnt force you to produce
more plans. It just gives lots of practical tips on how to produce the
current plans were already drafting. The Planning Toolkit will actually
make planning easier for you and save you time in the long-run.
Will it help
Budget Officers?
Introduction
A. Rationale
B. Scope
C. Development process
The Planning Toolkit is the result of a comprehensive
consultation, testing, feedback, and refinement
process that began in April 2010 and continued
through to February 2012. Together with
personnel from DPKO, DPA, the UN Development
Programme (UNDP), the UN Development
Operations Coordination Office (DOCO) and
15 DPKO and DPA-led Missions participated in
the initial needs assessment. Scores of UN and
non-UN colleagues from around the world have
provided their expertise to develop and refine
these tools. A high degree of input was provide
by the primary target audience of the Planning
Toolkit, namely, rule of law and security institutions
personnel working in the field.
Many of the tools were developed and tested
alongside colleagues in UN Field Missions.
Additional views were obtained from Mission and
UN Country Team planners. Feedback was also
solicited through Headquarters UN inter-agency
working groups such as the Integrated Mission
Planning Process Working Group, the Rule of Law
Coordination and Resource Group and the interagency mine action working group. The Toolkits
content on joint programmes and joint initiatives
was developed with input from UN agencies, funds
and programmes in the field and at Headquarters
as well as the International Organization for
Migration (IOM). Technical expertise on indicators
was provided by research institutes and academic
organizations such as the Vera Institute for Justice,
the University of Frazer Valley, Cranfield University,
the Fafo Institute for Applied International Studies,
Planning Toolkit
Introduction
Title
Section A
Description
Section A provides a series of guides to help users understand their
roles and responsibilities in planning.
Guides to UN
assessment
and planning
documents and
processes
This section provides three tools to help users understand their planning
obligations in a typical year.
Tool 1.1. Hierarchy of plans in UN Field Missions provides an idealized
representation of the hierarchy of plans within a UN Field Mission.
Tool 1.2. Examples of key plans in UN Field Missions provides examples
of the typical annual and multi-year plans that a rule of law and
security institutions component will have to engage with in a
UN Field Mission.
Tool 1.3. Key assessment processes in UN Field Missions describes the
three main assessment processes that rule of law and security
institutions components will have to engage with, either before
or after the passing of a Security Council mandate. It also outlines
the role of rule of law and security institutions experts in each
assessment process.
Guides to UN
planning terms
This section provides rule of law and security institutions components with a
common language for discussing planning issues.
Tool 2.1. Glossary of planning and programme management terms in
UN Field Missions includes key planning terms and definitions
used by rule of law and security institutions components as well
as key planning terms of other Mission components of which they
need to be aware.
Tool 2.2. Comparison of results frameworks used in countries with UN
integrated field presences provides a diagramme comparing
the hierarchy and terminology of various results frameworks
used in countries with UN integrated field presences, such as
Results-based Budget (RBB) Frameworks, Integrated Strategic
Frameworks (ISF), UN Development Assistance Frameworks
(UNDAF) and UN Consolidated Humanitarian Appeals (CHAP).
Section B
TAM
checklists on
prioritizing and
sequencing
early
peacebuilding
interventions
Use when?
At all times.
Section B provides guidance on assessing needs, which is a necessary step to define the scope of a
plan. It is expected that this section on assessing needs will be expanded in future versions of the
Planning Toolkit.
Tool 3. is an assessment tool that can be used can be used for any type
of Technical Assessment Mission (TAM) i.e., a TAM for mission
start-up, mandate review, mid-cycle review, restructuring or
reconfiguration, draw-down or crisis response, or in response to
a specific request from the Security Council (e.g., to establish
benchmarks). The tool helps planners to generate a shortlist of
prioritized and sequenced interventions for the UN Field Mission
to work on in the rule of law and security sectors during year one
of a new Security Council mandate, for years two and beyond,
or to prioritize and sequence programming options during an
in-mission assessment.
During a Technical
Assessment Mission
(TAM)
Planning Toolkit
Tool
Title
Section C
Description
Sections C provides a wide range of specialized planning tools for particular circumstances. Each
tool can be used independently and is accompanied by a unique explanation of how to use it.
Checklist of
minimum
content for
component-level
plans
This is the main tool in the Planning Toolkit. The checklist should
be followed by rule of law and security institutions components when
no official template exists for the production of a particular plan. The
checklist specifies categories of information that, at a minimum, must be
included in plans produced by police, justice, corrections, security sector
reform (SSR), disarmament, demobilization and reintegration (DDR) and
mine action field components. Tool 4 should be used with Tools 5 and
6.
All component-level
plans
Templates and
samples of
good practice of
component-level
plans
This tool contains templates and related examples that can be used to
develop component-level plans.
Tool 5.1. Samples of annual workplans provides two examples of annual
workplans accompanied by some introductory information. This Planning
Toolkit does not require any specific format for an annual workplan.
However, should a component wish to follow the template of an annual
workplan used for this example, it can be found on the Peace Operations
Intranet.
Tool 5.2. Other useful templates to develop component-level plans
and related examples provides an array of templates in use by rule
of law and security institutions components in UN Field Missions with
related examples.
Annual workplan
(use Tool 5.1.)
Annual workplan
(use Tool 5.2.1.)
Annual workplan
(use Tool 5.2.)
DDR component-level
plans
(use Tool 5.2.)
Checklists of
dos and donts
and examples
to develop
component-level
plans
This tool contains four checklists of dos and donts containing practical
guidance on how to define objectives, expected accomplishments and
related indicators and outputs (Tools 6.2. through 6.5.). These checklists
are accompanied by Tool 6.1. which summarizes key elements from
the four checklists and Tool 6.6. which contains six lists of examples
of indicators to measure progress towards expected accomplishments
on rule of law and security institutions issues. Tool 6.7. contains a list of
examples of outputs.
Tool for
planning joint
programmes
and joint
initiatives
between a
UN Field Mission
and other UN
partners
Introduction
F. References
Normative or superior references
(ST/SGB/2000/8): Regulations and rules governing programme planning, the programme aspects of
the budget, the monitoring of implementation and the methods of evaluation
IMPP Guidelines: Role of Headquarters, Integrated Planning for UN Field Presences (May 2009),
UN Secretary-General
IMPP Guidelines: Role of the Field, Integrated Planning for UN Field Presences (January 2012),
UN Secretary-General
DPKO-DFS SOP on Monitoring and Evaluation for Disarmament, Demobilization and Reintegration
(2010)
The United Nations Rule of Law Indicators: Implementation Guide and Project Tools, DPKO and
OHCHR
ISG Discussion Paper on Joint Programming between UN Agencies, Funds and Programmes and
Secretariat Entities, Integration Steering Group (8 July 2010)
H. Contact
The office responsible for issuing and updating this guideline is the OROLSI front office in DPKO.
I. History
This is the first version of these guidelines.
APPROVAL SIGNATURES:
DATE OF APPROVAL:
Police
It provides guidance on
assessing needs in your
sector, which will help you
decide what to work on.
Corrections
Great!
SSR
Mission Strategic
Planner
The TAM checklist will help me with my discussions with UN partners, the national
authorities and bilaterals on who is going to do what on security sector reform.
Human Rights
Defence
Police
Judiciary
Gender
Section A U
nderstanding roles and
responsibilities on planning and
programme management
Tool 1
UN country-wide peace
consolidation plan
Mission-wide plans
Component-level
plans
Mandates
of UN
Agencies,
Funds and
Programmes
Mission Concept
Multi-year
programme plan
Annual workplan
Project plan 1, 2, 3,
11
Planning Toolkit
On the basis of an ISF, the Mission Concept is developed for the UN Field Mission. The Mission Concept
translates the political intent of the Security Council and other mandates into strategic planning guidance for
Mission components. The Mission Concept contains a: (a) vision to capture and communicate the purpose of the
mission; (b) strategy to promote coherence by sequencing and prioritization of tasks within the context of the
conditions governing their achievement; and (c) timely and detailed direction to guide and enable the planning
and operational processes of each Mission component. It is a multi-year plan that covers the lifecycle of the
UN Field Mission. It is required in peacekeeping operations, but not in special political missions.
On the basis of the Mission Concept, it is good practice for the police, justice, corrections, DDR, SSR and mine
action components to develop a multi-year strategy or concept of operation, which analyses the current
situation in a sector, and identifies the strategic objective(s) for the UN Field Mission in this sector and how best
to implement them. These multi-year strategies do not contain detailed operational information on outputs and
activities.
On the basis of a multi-year strategy or concept of operation, it is good practice for the police, justice, corrections,
DDR, SSR and mine action components to develop an annual workplan. This is a detailed document stating
objective(s), expected accomplishments, indicators (in relation to expected accomplishments), outputs,
timelines (i.e., the deadline for completion of outputs), and roles and responsibilities. It is used as a monitoring
and accountability tool to ensure the effective implementation of the components workplan. The workplan is
designed as a logical framework (logframe). See Tool 5.1 Samples of annual workplans.
The workplans of individual staff members in the police, justice, corrections, DDR, SSR and mine action
components (e.g., in the e-Pas) are based on the annual workplan.
In addition, police, justice, corrections, DDR, SSR and mine action components may also have multi-year
programmes plans (e.g., a plan for a multi-year joint programme or joint initiative with the national government
and another UN entity on justice issues, or a multi-year training programme to support the national police). These
feed into the development of the components annual workplan. The annual workplan of a UN Field Mission
and multi-year programmes are funded through assessed contributions from the peacekeeping budget (the
annual budget of the UN Field Mission is called a Results-based Budget (RBB)) and also through voluntary
contributions (e.g., from bilateral donors).
As part of the annual workplan, the component may design and implement specific projects with their own
project plan(s) that are one year or less in duration, such as quick-impact projects (QIPS), operational plans of
the police on specific events (e.g., police operational plan to provide security at a national election), projects on
specific issues or events (e.g., a joint initiative with another UN entity to refurbish a prison) or projects for subcontracted work in the area of mine action (e.g., mine clearance work sub-contracted to UNOPS).
12
Tool 1
MULTI-YEAR PLANS
UN-wide and
multi-agency
plans
ANNUAL PLANS
Mission-wide
plans
Component
-level plans
Mission Concept
(lifecycle of the UN Field Mission)
Mission Results-based
Budget (RBB)
(July-June or Jan.-Dec.)
Multi-strategies or
concepts of operation
Annual Workplan
(July-June or Jan.-Dec.)
Project plans
plans where rule of law and security institutions field components play a lead role for their sectors (workload
implications are high).
plans into which rule of law and security institutions field components provide inputs (workload implications
are medium to low).
13
Planning Toolkit
Explanation of plans into which rule of law and security institutions field components provide inputs
**Examples of other Mission-wide plans (annual or multi-year) into which rule of law and security institutions
components have to provide input into include:
(i) The DPKO-DFS Action Plan for implementation of Security Council resolution 1325 (2000), which
articulates the UN Field Missions plan to implement Security Council 1325 (2000) and subsequent,
related resolutions such as 1820 (2008), 1888 (2009), 1889 (2009) and 1960 (2010). This is a two-year
plan that runs from September to August. All rule of law and security institutions component provide
inputs through their Gender Focal Points.
(ii) The Comprehensive Protection of Civilians Strategy and its related implementation plan, which
articulates the UN Field Missions strategy and implementation plan on protection of civilians. This is
generally an annual plan. All rule of law and security institutions component provide inputs into this
strategy and implementation plan, particularly the police component.
(iii) The SRSG/Head of Mission (HoM) Compact, which states the principle objectives and associated
performance measures for the SRSG/Head of Mission. This Compact includes a Human Resources
Management Scorecard with targets for Mission components on, for instance, recruitment and
gender balance. This plan runs from January to December; and
(iv) The DSRSG/Deputy Head of Mission (DHoM) Compact, which states the principal objectives and
associated performance measures for the DSRSG/Deputy Head of Mission. This plan runs from
January to December.
14
Tool 1
Post-mandate only
In-mission, sector-specific
assessments**
Purpose
Trigger
Security Council
Role of Rule of
Law and Security
Institutions
Experts in
DPKO and in
UN Field Missions
Comments and
examples
Informs decisionmaking by
Composition
ofassessment
Team
*
Strategic Assessments and Technical Assessment Missions may include non-UN experts (e.g., from academia, think-tanks,
international and local NGOs, national experts, international organizations and multilateral organizations).
** Such assessments could also be conducted as part of UN inter-agency assesssments (e.g., UN inter-agency DDR assessment),
or inter-agency assessments with non-UN entities (e.g., World Bank, International Organization of Migration (IOM)) or
government-led assessments or UN-supported independent assessments (e.g., the Independent Comprehensive Needs
Assessment (ICNA) of the Justice Sector in Timor Leste in 2009).
15
Tool 2
17
Planning Toolkit
18
Tool 2
14
For further information, see the Controllers
Memorandum and Annex I. Planning assumptions
and results-based budgeting frameworks for each
UN Field Mission.
19
Planning Toolkit
20
Tool 2
26 ST/SGB/2000/8.
22 ST/SGB/2000/8.
21
Planning Toolkit
22
Tool 2
23
Planning Toolkit
24
The term
performance indicator is a
synonym for an indicator of achievement.
2). A proxy indicator is used when it is difficult
to identify direct indicators to measure
the result. Proxies are indicators that may
tell us indirectly whether a result has been
achieved.46
See Tool 6.4. Checklist of dos and
donts on indicators to measure expected
accomplishments and Tool 6.6. Lists
of examples of indicators to measure
expected accomplishments for further
guidance and examples of indicators.
Input: Personnel
and
other
resources
necessary for producing outputs and achieving
accomplishments.47
Integrated Mission Planning Process (IMPP):
...the authoritative basis for planning new
multidimensional missions and UNCTs applying
the principles of integration, as well for the
revision of existing mission and UNCT plans.48
Established in 2006 and updated in the 20092010 guidance, this is the process guiding
UN system-wide planning in countries where
the principle of integration applies, i.e. where
there is both a UN Country Team and either a
multi-dimensional peacekeeping operation or a
special political mission/office. See Integration.
Integrated Strategic Framework (ISF): This
mandatory planning instrument in all integrated
presences is a short (15-20 page) document
embodying the main elements of the Secretary
Generals Policy Committee decision of 2008
on integration which are: (i) a shared vision
of the UNs strategic objectives [for peace
consolidation](iii) a set of agreed results,
timelines and responsibilities for the delivery
of tasks critical to consolidating peace, and
(iv) agreed mechanisms for monitoring and
evaluation.49 The ISF expresses this strategic
partnership by bringing the UN Field Mission
and UN Country Team around a framework of
agreed peace consolidation priorities and a
Monitoring and Evaluation Terms.
46 UN OIOS Glossary of Monitoring and Evaluation Terms.
47 ST/SGB/2000/8.
48 IMPP guidelines Role of the Field (2009), page 17.
49 Decision No. 2008/24 on Integration of the Policy
Committee of the Secretary-General dated 26 June
2008.
Tool 2
25
Planning Toolkit
61 ST/SGB/2000/8.
59 ST/SGB/2000/8.
63 Based on ST/SGB/2000/8.
26
Tool 2
66 Integrated
Disarmament,
Demobilization
Reintegration Standards (IDDRS).
and
27
Planning Toolkit
28
Tool 2
for
effective
29
Planning Toolkit
85 ST/SGB/2000/8.
30
Tool 2
90 ST/SGB/2000/8.
91 UN OIOS Glossary of Monitoring and Evaluation Terms.
31
Planning Toolkit
32
Tool 2
Tool 2.2. C
omparison of results frameworks used in countries with
UN integrated field presences
This chart compares the hierarchy and terminology of the various results frameworks used in countries with UN integrated field
presences. It is based on official guidance as of June 2011.
Input
Indicator
Output
UN ISF
Expected
accomplishment
Objective
Result
Impact
Indicator
Priority result
Strategic
objective
Peace
consolidation
end-state
Result
UNDAF
Indicator
Indicator
Output
Outcome
Result
Result
CAP/CHAP
National
development
priority or goal
(including MDGs)
Impact
Indicator
or
Input
Activity
Output
Result
Cluster/sector
objective
or outcome
Strategic
Objective
or Impact
Result
Impact
Implementation**
** This arrow indicates the cause and effect relationship between the elements in the results hierarchy. For instance, in
a UN Mission RBB Framework, if inputs are used to undertake a series of activities then that will generate a number
of outputs. If outputs are produced, then this will generate benefits to end-users: this result is known as the expected
accomplishment. If an expected accomplishment is achieved, then this contributes to the wider impact of the UN Field
Mission: this impact is known as an objective.
RBB - results-based budget; ISF - Integrated Strategic Framework; UNDAF - UN Development Assistance Framework;
CAP/CHAP - Consolidated (Humanitarian) Appeals Process
33
Planner
Section B: Defining
the scope of a plan
Police
It provides guidance on
assessing needs in your
sector, which will help you
decide what to work on.
Corrections
Great!
SSR
Mission Strategic
Planner
The TAM checklist will help me with my discussions with UN partners, the national
authorities and bilaterals on who is going to do what on security sector reform.
Human Rights
Defence
Police
Judiciary
Gender
Often within
the UN system,
partners dont
understand
each other. Joint
assessment and
planning helps
overcome this,
making sure that
everyone is on
the same page
Mr. Levent Eken,
Police Planner,
UNMIT
37
38
Planning Toolkit
Tool 3
39
Planning Toolkit
40
Tool 3
g. How does the proposed intervention contribute to the protection of civilians, including protection of
women and children from sexual and gender-based violence?
h. How does the proposed intervention contribute to right-sizing national security institutions
(e.g.,byreducing the overall size of the armed forces through DDR)?
i. How does the proposed intervention help reduce the impact of, or win over, groups that could
destabilize the country (e.g., disarming remnants of armed groups)?
j. How does it address one or more of the root causes of the conflict and/or conflict triggers (e.g.,natural
resources issues, property disputes, lengthy pre-trial detention and inhumane prison conditions,
impunity for human rights abuses including sexual and gender-based violence, weak/absent conflict
resolution mechanisms, armed groups) and therefore reduce the risk of relapse into conflict?
k. How does the proposed intervention contribute to strengthening the States ability to provide
security and maintain public order, with full respect for the rule of law and human rights? How does
it transfer essential skills and knowledge to national actors responsible for security, even at this very
early stage? How does it encourage the participation of women in the States provision of security and
maintenance of public order?
l. How does the proposed intervention contribute to establishing or restoring the basic functioning,
independence and legitimacy of security and justice sector institutions (and traditional mechanisms)
so that disputes and conflict can be addressed without resorting to violence?
m. How does the proposed intervention help ensure that all UN and other international actors pursue
their activities at the country-level in a coherent and coordinated manner?
A.2. The proposed intervention is in line with the priorities of the national authorities.
a. Is the proposed intervention a stated priority of the national authorities (for instance, in their
national strategies and plans)?
b. Is the proposed intervention a high priority for the UN Field Mission but a lesser priority for the
national authorities (e.g., vetting the national police before providing them with training may be
a priority for the UN Field Mission whereas the national authorities may place less importance on
vetting)?
c. Is the proposed intervention a high priority for the UN system but not a priority of the national
authorities (e.g., protection of civilians may be a priority approved by the Secretary-Generals Policy
Committee for a future UN Field Mission, but it may not be a de facto priority of the national authorities)?
d. Are national priorities legitimate in the eyes of the regional- and county-level authorities or in the
eyes of the population at large? Do they reflect the priorities of all segments of society, including
women and children?
A.3. The UN Field Mission has adequate support for the proposed intervention from key stakeholders.
a. Is there adequate political support in-country for the UN Field Mission to carry out this type of
intervention (at the national, regional and local levels of the national authorities and amongst civil
society)? (e.g., if the national government has decided to reform its corrections service, does the
leadership of this institution support this decision)
b. Is there adequate political support for the UN Field Mission to carry out this type of intervention at
the regional (e.g., from neighbouring countries, with regional organizations such as the African Union)
and international levels (e.g., the Security Council, other UN Member States, donors)?
c. Is there support from key stakeholders working in these areas (UNCT and non-UN partners such
as the national authorities, donors, World Bank, local and international NGOs, civil society etc.) for the
UN Field Mission to implement the proposed intervention?
A.4. The UN Field Mission, or UN peacekeeping more generally, has a comparative advantage to
carry out the proposed intervention as compared to other UN or non-UN actors.
Organizational mandate to act
a. Does UN peacekeeping have a clear mandate to work in this area (e.g., Security Council and General
Assembly resolutions, Decisions of the Policy Committee of the Secretary-General, UN inter-agency
guidance, DPKO-DFS guidance, global agreements, country-level agreements, international
agreements, conventions and treaties etc.)?
41
Planning Toolkit
b. Can the proposed intervention be implemented within the lifecycle of a UN Field Mission?
c. Is the proposed intervention best implemented jointly with other Mission components or with other
UN or non-UN partners to maximize impact and avoid duplication of effort?
42
Tool 3
B.2. The capacity and willingness of national actors to absorb support offered may affect the timing
of the proposed intervention.
a. Do the national authorities (and other beneficiaries) have the capacity to absorb assistance offered in
the coming year(s)?
b. How long will it take to have a clear national counterpart in place?
c. Which are the most sensitive issues that may require more time to tackle and that rely on first
establishing a strong relationship of trust with the national authorities and other relevant stakeholders
(e.g., security sector reform and human rights)?
d. Is a quick-impact project required to gain the trust and cooperation of the national authorities,
before the proposed intervention can be started (e.g., drilling a borehole for a prison can help generate
the trust and cooperation of the national prison service thereby enabling the UN Field Mission to
address more sensitive issues later on such as prison reform)?
B.3. UN Field Mission lead times may affect the timing of the proposed intervention.
a. How long will it take to get UN senior leadership in place (e.g., to conduct high-level advocacy with
the government)?
b. How long will it take to generate/recruit the necessary UN personnel, particularly in remote field
locations? Has the turn-over of staff been taken into account? Has gender balance been taken into
account?
c. How long will it take to establish the team sites, set up the UN communications networks and
procure the UN equipment required to undertake the proposed intervention?
d. How long will it take to secure voluntary funding and disburse it (if needed)?
e. Are necessary legal agreement(s) in place? If not, how long would it take to put them in place before
the proposed intervention can be implemented (e.g., an MOU with another UN entity to use the
UN Field Missions office space or vehicles)?
f. Does the UN Field Mission have to undertake an environmental impact assessment before
undertaking the proposed intervention (e.g., for infrastructure rehabilitation or construction initiatives)?
43
Planning Toolkit
B.4. The timing of the proposed intervention may be dependent on another intervention.
a. Will the proposed intervention enable, or facilitate, a follow-on task by the UN Field Mission or
others (e.g., a police station may have to be refurbished before the UN Field Mission can mentor the
national police at that location, or roads may first need to be demined to enable the UNCT to deliver
humanitarian assistance)?
b. Do other UN and non-UN actors need to complete a task(s) before the proposed intervention can
be implemented? (e.g., is a national government strategy required before the UN Field Mission can
develop its own detailed plans?)
c. Can the proposed intervention only succeed if others provide assistance at the same time
(e.g.,efforts by the UN Field Mission to help the national police to bring perpetrators to justice will
only succeed if the courts are functioning and can process the cases and if there is adequate space
in prisons for new inmates)?
d. What timelines are stipulated in the peace agreement? (e.g., by when does the National DDR
Commission have to be established?)
44
Mine Action
Justice
Mission Strategic
Planner
DDR
Tool 4
47
Planning Toolkit
Implementation arrangements
Mandate(s)
Communications plan
Mission statement
End-state
Guiding principles
Situation analysis/assessment
Situation analysis
Lessons learned
Plan
Scope
Other
Distribution list
48
Annexes
Staffing table
Tool 5
Structure
Dos
1. As a general rule, align the annual workplan with the budget cycle of the
UN Field Mission (i.e., July to June, or January to December).
2. First develop a draft annual workplan and then extract relevant elements and insert
them into the Missions Results-based Budget Framework.
3. Align the content of the workplan with higher-level plans (e.g., national strategies,
UN-wide plans such as an Integrated Strategic Framework and Mission-wide plans such as a
Mission Concept).
4. Consult colleagues in the component widely when developing the workplan
(e.g., through a one-day retreat for the component).
5. Consult other actors widely when developing the workplan. Broad consultations with
other Mission components, particularly rule of law and security institutions components,
other UN entities, the national authorities and other non-UN actors ensures coherence
of effort and avoids duplication of effort.
49
Planning Toolkit
asdf
Mandate
Affirms the need for full respect of the military agreements reached with MINURSO with regard to the
ceasefire;
Security Council Resolution 1598 (2005), para. 2
Background rationale
Since the withdrawal of Spain from Western Sahara in 1976 and the ensuing conflict between Morocco
and the Frente Popular para la Liberacin de Saguia el-Hamra y de Ro de Oro (POLISARIO), Western
Saharas territory has been contaminated with an unknown quantity of mines and Explosive Remnants
of War (ERW). While no full landmine impact survey has ever been conducted, a Dangerous Area survey
completed in 2008 by the non-governmental organisation Landmine Action UK (LMA) now re-named
Action on Armed Violence (AOAV) led researchers to conclude that it is one of the most heavily mined
territories in the world.
In 1999, the Royal Moroccan Army (RMA) and the POLISARIO signed a military agreement wherein they
agreed to clear mines/ERW in the territory under their control.1 The United Nations Mission for the
Referendum in Western Sahara (MINURSO) is mandated by the Security Council (see above reference)
to implement military agreements reached with MINURSO with regard to the ceasefire. This provides
MINURSO with the mandate to implement Military Agreement No. 2, relative to the reduction of danger
of mines and Unexploded Ordnances (UXOs), 1999 and Military Agreement No. 3 for the purpose of
reducing the danger of mines and UXOs, 1999 signed between the RMA and POLISARIO.
In 2008, the United Nations Mine Action Service (UNMAS) established a Mine Action Coordination
Centre (MACC) within MINURSO. The rationale for the MACC operations lies in its ability to provide
coordination and technical support on mine action issues to both parties to the conflict. Under the
supervision of the MINURSO MACC, UNMAS implementing partner, a joint venture established between
AOAV and Mechem, conducts mine clearance operations east of the berm2 in POLISARIO-controlled
territory. Mine clearance operations west of the berm are conducted by the RMA. The MACC plays a
key role in ensuring that the mine action response evolves to meet the scope and scale of the threat,
and in monitoring that operations are coordinated, prioritised, tasked and conducted in accordance with
International Mine Action Standards (IMAS).
Situation analysis
Significant mine and ERW contamination continues to pose a daily threat to the local population and
UN personnel in Western Sahara. Areas on both sides of the berm, as well as more than 200 other
known areas throughout Western Sahara, are contaminated by mines/ERW. The continued presence of
these items constitutes a high threat for more than 10,000 Saharan nomads and their families, as well
as UN personnel monitoring the ceasefire. The existence of such a large number of dangerous areas
hinders the repatriation of an estimated 120,000 Saharan refugees and displaced persons, and the safe
pursuit of livelihoods.
1 Military Agreement No. 2, Relative to the reduction of danger of mines and UXOs, 1999; Military Agreement No. 3 for the
purpose of reducing the danger of mines and UXOs, 1999.
2 The Berm of Western Sahara (also known as the Moroccan Wall) is an approximately 2,700 km-long defensive structure,
mostly a sand wall, running through Western Sahara and the southeastern portion of Morocco. It acts as a separation barrier
between the Moroccan-controlled areas and the Polisario-controlled section of the territory that lies along its eastern and
southern border (Source: Wikipedia).
50
Tool 5
In 2011, the MACC, through its contractor AOAV, has completed the explosive ordnance disposal of UXOs
in more than 500 known locations that resulted from a survey conducted in 2006/7. In the process, more
than 7,000 UXOs have been destroyed. This included aircraft bombs, artillery projectiles, rocket propelled
grenades, mortar bombs and hand grenades. In addition, the MACC is supervising clearance of cluster
munitions, east of the berm through a contract with AOAV/Mechem.
Since 2009, after completion of the general mine action assessment, up to 2011, the focus has been on
clearing cluster munitions and destruction of un-exploded ordnance. AOAV/Mechem has cleared a total
of 16,038,698 m of previously contaminated land and destroyed over 11,519 clusters bomb units. The
clearance of such large portions of land east of the berm has resulted in this land now being productively
utilized by Saharans.
Now that the threat from cluster munitions east of the berm has largely been reduced with fewer than 20
cluster strike areas remaining to be cleared, the focus on the MACC from 2012 will shift from Battle Area
Clearance3 to clearance of minefields. The flat and slightly undulated terrain throughout the region makes
it ideal to use mechanical assets to accelerate demining operations. Although the initial investment in
procuring mechanical assets may be judged expensive, in the longer-term it is more cost-effective than
manual clearance techniques, which are labor-intensive and time-consuming. Mechanical demining will
require training of contractors operating east of the berm, so that they will obtain operational accreditation
by the MACC on mechanical integrated clearance techniques and operate safely.
Priorities for 2012-13
The MINURSO MACC aims to support implementation of Military
Agreements 2 and 3 and Security Council resolution 1598 (2005)
paragraph 2, by fulfilling the following objective: To reduce the threat
from landmines and ERW on both sides of the berm. This objective
also advances the political objectives of MINURSO since collaboration
on mine action issues, a relatively non-contentious issue for the parties
to the conflict, should contribute to building confidence between the
two parties.
The MINURSO MACC annual work plan for 2012-13 is also in line with the Missions Result-based budgeting
framework. The work plan contains three main expected accomplishments:
1. Safe movement of civilians in Western Sahara;
2. Improved mine action operational capacity of the parties to the conflict; and,
3. Protection of UN personnel and other humanitarian workers in Western Sahara from the threat of
mines and ERW.
1. Safe movement of civilians in Western Sahara
Under the first expected accomplishment, the MACC will focus on areas east of the berm and
conduct clearance of contaminated land, mine awareness safety training for UN personnel, mine
risk education trainings for the local population, maintenance of an emergency response team,
along with Quality Assurance (QA) visits conducted to monitor the MACC implementing partner
(AOAV/Mechem). In 2012-13, the MACC will prioritize clearance of the high- and medium-priority
known minefields, comprising 137 km. As of February 2012, through a contract with AOAV/Mechem,
mechanical demining operations will commence east of the berm, starting from Team Site (TS) Mijek
Area of Responsibility (AOR). The primary purpose of these activities and outputs is to protect civilian
nomadic populations transiting across the desert in search of water and grazing land from the threat
of landmines and ERW. This is in direct fulfilment of Military Agreement 2 and 3. In addition, the
MACCs operations will have the longer-term effect of improving the socio-economic condition of
the civilian nomadic populations east of the berm, as land previously suspected of contamination
3 Battle Area Clearance refers to the systematic and controlled clearance of hazardous areas where the hazards are known
not to include mines, IMAS 09.11, First Edition, 01 September 2007.
51
Planning Toolkit
by mines and ERW is put to productive uses (e.g., used for livestock grazing, to access markets and
water points, and to build schools and hospitals). Lastly, mine clearance operations will enhance the
mobility of MINURSO military observers and thereby facilitate their ability to monitor the ceasefire
between the parties. In an effort to create awareness of the dangers posed by Explosive Remnants
of War in the region, personnel from the MACC will conduct Mine Awareness safety training to all
new Military Observers, as well as civilian staff. Such training is compulsory and only members who
have successfully completed the training are allowed to deploy in the region. In addition to the said
training, MACC personnel will also conduct refresher training for military observers on location at
the Team sites on a quarterly basis. MINURSO will conduct mine risk education to an estimated
15,000 Saharans east of the berm and in refugee camps in Tindouf through its implementing partners,
Norwegian Peoples Aid (NPA) and Saharawi Campaign to Ban Landmines.
2. Improved mine action operational capacity of the parties to the conflict
Under the second expected accomplishment, the MACC is aiming to build local capacity to manage
the threat from mines and ERW in the longer-term. This will enable the UN to exit and leave behind a
sustainable capacity. To achieve increased safety of clearance operations and techniques, it is of utmost
importance that International Mine Action Standards (IMAS) be applied in daily operations, east and
west of the berm. To this end, the MACC will work towards fostering cooperation with the RMA, through
providing advice on mine clearance procedures and safety procedures and through advocacy through
the Permanent Mission of Morocco on the importance of adherence to IMAS. East of the berm, the
MACC will focus on building a fledgling, local managerial capacity to manage mine clearance operations.
The current POLISARIO focal point on mine action in its Ministry of Defence will receive formal and
on-the-job training to improve his knowledge of IMAS, and to adjust to a shift from overseeing clearance
operations using Battle Area Clearance (BAC) to mechanical mine field clearance techniques.
3. Protection of UN personnel and other humanitarian workers in Western Sahara from the
threat of mines and ERW
Under the third expected accomplishment, the MACC plans to conduct mine awareness trainings for all
MINURSO newcomers (civilian and military) and targeted refreshment trainings for Military Observers in
the TSs, west and east of the berm. This is expected to help prevent casualties amongst UN military and
civilian personnel from mines and ERW.
Resource needs
Personnel
To implement these priorities for 2012-13, the following staffing is required for the MACC: 1 P-4 (Head
and Senior Technical Adviser), 2 P-3 (Operations/Quality Assurance (QA) Officers), 2 P-2 (Programme
Officer (PO) and Information Management Officer (IMO)). All personnel will be requested through the
peacekeeping budget, with the exception of one P-3 Operations/QA Officer, who will be requested as
an in-kind contribution from Member States or funded through the Voluntary Trust Fund for Mine Action.
In addition, the MACC has a Military Liaison Officer (MLO) embedded in the MACC, who reports to the
military component of the Mission, as well as to the head of the MACC. All MACC personnel will be based
in Laayoune, except for the P-3 Operations/QA Officer, funded as an in-kind contribution from a Member
States or through the Voluntary Trust Fund for Mine Action, who would be based in Tindouf, southern
Algeria. Locating an additional Operations/QA Officer in southern Algeria would enable MINURSO to
maintain closer and more regular contact with the POLISARIO focal point on mine action in its Ministry
of Defence based in Tindouf, and facilitate travel to RMA areas west of the berm.
Equipment
To enhance the transition from BAC operations to mine field clearance operations, the MACC foresees
the procurement of a minimum of one additional mechanical asset through the contractor AOAV/Mechem
in 2012/13 funded from the peacekeeping budget. It should be noted, that only one such mechanical
52
Tool 5
asset is totally inadequate to comprehensively address the threat in a reasonable time frame of less than
five years. The MACC will therefore require additional funding from 2013 onwards to ensure accelerated
clearance of the mine fields.
Funding
Funding has been requested from the peacekeeping budget for 2012/13 for a total of USD 2,894,283. This
represents a 29 percent increase from the amount approved in the support account for MINURSO mine
action activities in 2011/12. This increase is to cover additional costs associated with mine clearance. In
addition, voluntary funding will be requested from various donors for USD 1,304,000 to cover additional
mine clearance operations by AOAV-Mechem. For 2012, the MACC has already secured voluntary funding
from the Spanish Development Agency for a total amount of EUR 150,000 to cover mine risk education
activities implemented by NPA and Saharawi Campaign to Ban Landmines.
Planning Assumptions
The MINURSO MACC planning is based on the following assumptions:
1. The ceasefire between the RMA and the Frente POLISARIO will continue to hold and no new mines
will be laid.
2. Rainfall will be moderate, so there will be no significant migration of mines.
3. Both parties will remain willing to cooperate and receive technical assistance from the MACC.
4. An additional P-3 Operations/QA officer will be received either as an in-kind contribution from a
Member State or funded through the Voluntary Trust Fund for Mine Action.
5. Voluntary funding of USD 1.3 million will be received.
Risks and Risk Management Strategies
Expected accomplishment 1: Safe movement of civilians in Western Sahara
Risk 1: Resumption of the conflict between the RMA and POLISARIO resulting in:
New mines being laid. Risk Management: Increase the level of political engagement by the Special
Envoy of the Secretary General for Western Sahara and Senior MINURSO leadership with technical
assistance from the MINURSO MACC to both parties to allow for the thorough mapping of Dangerous
Areas. In addition, the MACC will endeavour to upkeep the Information Management System for
Mine Action (IMSMA) database with the maximum accuracy.
Lack of access to areas. Risk Management: Establish an information flow system whereby the local
population and Military Observers can inform the MACC of newly found hazardous areas; map all
such newly reported hazardous areas and disseminate updated maps; enhance community liaison to
gather and disseminate related hazardous area information.
Migration of known mines. Risk Management: In coordination with MINURSO, the MACC and its
implementing partner will conduct reconnaissance missions to known Dangerous Areas, following
heavy rains and sandstorms; Increase community liaison to inform communities of new hazards.
Increased number of accidents. Risk Management: Install marking signs along drainage areas adjacent
to mine fields to which mines may have migrated.
Risk 3: Increased level of insecurity resulting in restricted movement. Risk management: Enforce Minimum
Operating Security Standards (MOSS) rules on implementing partner.
Risk 4: Member States will not approve the 29 percent increase in funding requested through the
peacekeeping budget for 2012/13, resulting in a reduction in the area of land cleared of landmines,
thereby increasing the risk of casualties from mines east of the berm. Risk Management: Seek funding
from the VTF instead; For mine fields that cannot be cleared due to lack of funds, revert to installing
permanent markings around mine fields to warn the local population of the presence of mines.
53
Planning Toolkit
Risk 5: An additional P-3 Operations/QA officer based in Tindouf is not secured, resulting in:
Fewer quality assurance visits conducted east of the berm by the Operations/QA Officer based
in Laayoune due to increased time spent travelling to Tindouf, resulting in increased risk of noncompliance by AOAV-Mechem and increased risk of accidents and casualties. Risk management: The
MACC cannot mitigate this risk.
Less land certified as safe from mines and released. Risk management: The MACC cannot mitigate
this risk.
Risk 6: Voluntary funding of USD 1.3 million is not secured, resulting in less land cleared of landmines,
thereby increasing the risk of casualties from mines east of the berm. Risk Management: For mine fields
that cannot be cleared due to lack of funds, revert to installing permanent marking around them to warn
the local population of the presence of mines.
Expected accomplishment 2: Improved mine action operational capacity of the parties to the
conflict
Risk: The RMA and the POLISARIO refuse to cooperate and receive technical assistance from the MACC,
resulting in more demining accidents and increased risk of casualties.
Risk Management: Increase the level of political engagement with both parties to the conflict, through
involvement of MINURSO SRSG and UNMAS Directors increased advocacy with the Permanent Mission
of Morocco.
Expected accomplishment 3: Protection of UN personnel and other humanitarian workers in Western
Sahara from the threat of mines and ERW
Same as risks 1 and 2 (and related risk mitigation measures) under the first expected accomplishment.
Monitoring and evaluation system
The MINURSO MACCs Operations/QA Officer(s) will be in charge of maintaining a portfolio of evidence
on all indicators and outputs mentioned in the 2012/13 annual workplan (see Annex 1: Annual workplan log
frame). This portfolio of evidence will contain data on progress towards, or achievement of the indicators
and outputs, as well as information on data collection methods used. The following data sources will be
used:
Field data collected by the MACC i.e., data on outputs of the MACC, data on deaths or injuries to
UN personnel due to landmines/ERW obtained from the Missions security focal point and military
observers visiting RMA demining caps.
Data on casualties amongst the Saharan population east of the berm from accidents caused by
landmines and ERW collected from the POLISARIO mine action focal point, AOAV/Mechem collect
data on increased area of land used for socio-economic purposes through post-clearance survey.
Results from a Mine Field Technical Survey conducted by AOAV/Mechem before the start of mine
clearance operations.
Results from one Knowledge and Attitude survey conducted by Norwegian Peoples Aid (NPA) before
conducting mine risk education sessions and the survey repeated after the training.
54
Tool 5
In 2012/13, AOAV-Mechem will have to be accredited by the MACC to use mechanical assets to clear
minefields. This will involve operational accreditation of its survey and clearance standards. In addition
to this measure, the Operations/QA officer will be responsible for the conduct of at least 10 quality
assurance assessments to monitor the quality of the work of AOAV-Mechem. Any assessment reporting
below average or non-conformance will require the contractor to suspend all operations. The contractor
will be instructed to conduct refresher trainings and operations will only resume if the contractor achieves
a quality assurance assessment result that is above average or higher. In addition, on completion of a
task, the Operations/QA officer will sample at least 10 percent of cleared land. Only if the required
standard of clearance has been achieved, will the land be certified cleared and safe for intended use.
After approximately one year, the implementing partner will be tasked to conduct a post-clearance
survey to determine if the land has been used and what the beneficiary result of such usage was. Postclearance surveys will also determine if any accidents occurred on such land, in the immediate vicinity
and/or adjacent to the released land. During 2012/13, AOAV-Mechem is expected to conduct one
post-clearance survey of land cleared in 2011/12. All such data, after verification, will be captured in the
dedicated mine action database, the Information Management System for Mine Action (IMSMA).
Despite capturing post-clearance data, all data obtained on new Dangerous Areas or Victims Reports
recorded by MINURSO Military Observers and AOAV/Mechem, Mine Field Technical surveys and
Knowledge and Attitude Surveys will also be maintained in the IMSMA system. Such pre-clearance data
is essential for the MACC to plan its activities in detail.
For a summary of the key elements of the MINURSO annual workplan for 2012-13, see Annex 1: Logframe.
For a detailed timeline of activities, see Annex 2: Activities tracking sheet.
55
56
1. Safe movement of
civilians in Western
Sahara [Resolution
1598 (2005); Military
Agreements no.
2- 3; S/2009/200;
S/2010/175,
S/2011/249]
Expected
accomplishment
Maintenance of no casualties
amongst the Saharan population east
of the berm from accidents caused
by landmines and ERW (2010/11:
3 casualties; 2011/12: 0 casualties;
2012/13: 0 casualties)
Performance indicator/
indicator of achievement
30-Jun-13
31-Dec-12
30-Jun-13
30-Jun-13
Status
AOAVMechem
NPA
(Saharawi
Campaign
to Ban
Landmines)
MINURSO
MACC
1.2. 1
0 quality assurance assessment visits to mine/ERW
clearance operations of AOAV-Mechem east of the
berm [ RBB 2012 - 2013 ouptut 3]
1.3. D
elivery of mine risk education trainings to an
estimated 15,000 Saharans east of the berm
and in the refugee camps in Tindouf [funded
through voluntary contributions from the Spanish
Development Agency]
AOAVMechem
Lead
(support) Deadline
Output/deliverable
To reduce
the threat
from
landmines
and ERW on
both sides of
the berm
Objective
Logframe for the annual workplan for the MINURSO mine action component
(1 July 2012 to 30 June 2013)
Planning Toolkit
3. Protection of UN
personnel in Western
Sahara from the threat
of landmines and ERW
[Resolution 1598 (2005);
Military Agreements
no. 2- 3; S/2009/200,
S/2010/175, S/2011/249]
Expected
accomplishment
Acronyms
Maintenance of no casualties
amongst UN personnel in Western
Sahara due to landmines/ERW
in 2012/13 (2010/11: 0 casualties;
2011/12: 0 casualties; 2012/13: 0
casualties)
Performance indicator/
indicator of achievement
MINURSO
MACC
MINURSO
MACC
UNMAS
Frente POLISARIO
QA Quality Assurance
UNMOs
30-Jun-13
30-Jun-13
30-Jun-13
30-Jun-13
30-Jun-13
30-Jun-13
Status
Status
4 or blue = completed
1 or green = on schedule
Explanation
MINURSO
MACC
MINURSO
MACC
UNMAS
HQ/
MINURSO
MACC
MINURSO
MACC
Lead
(support) Deadline
2.1. A
dvice, through 3 meetings, with the Royal Moroccan
Army on mine clearance techniques including safety
procedures
Output/deliverable
MACC
ERW
To reduce
the threat
from
landmines
and ERW on
both sides of
the berm
Objective
Tool 5
57
58
1
Ongoing
30-Jun-13
Output 2.1.Advice, through 3 meetings, with the Royal Moroccan Army on mine clearance techniques including safety procedures.
AOAV/Mechem
Output 1.4Maintenance of an emergency response team 24 hours a day, seven days a week, to assist with any mines or explosive remnants of war accidents east of the
berm.
Ongoing
Ongoing
Ongoing
15 forms
15 forms
15 forms
5 forms
Output 1.3.Delivery of mine risk education trainings to an estimated 15,000 Saharans east of the berm and in the refugee camps in Tindouf.
Ongoing
3 visits
3 visits
3 visits
Ongoing
1 visit
Output 1.2.10 quality assurance assessment visits to mine/ERW clearance operations of AOAV-Mechem east of the berm.
01-Jun-13
Stand
Down
AOAV/Mechem
Ongoing
Status
AOAV/Mechem
Q2
Ongoing
Q1
Q4
AOAV/Mechem
Q3
2013
Deadline
2012
Output 1.1.Clearance or release of 1,000,000 m of minefields and suspected hazardous areas through subsurface demining to the local communities.
Activities
Activities tracking sheet for the annual workplan of the MINURSO mine action component
(July 2012 to 30 June 2013)
Planning Toolkit
Deadline
UNMAS
Ongoing
30-Jun-13
Ongoing
9
trainings
Q3
9
trainings
Q4
Ongoing
6
trainings
6
trainings
1 or green = on schedule
4 or blue = completed
Explanation
Status
3.3.1. C
apturing of data into the IMSMA database within 30
days from the completion of demining task.
MACC IMO
Ongoing
Output 3.3.Maintain and update the Information Management System for Mine Action (IMSMA) within 30 days from completion of demining task.
Output 3.2.Refresher training for all MINURSO UNMOs on mine awareness through 24 training sessions in 9 team sites for a total of 180 UNMOs.
Output 3.1.Training of all MINURSO newcomers on mine awareness, through 36 training sessions for a total of 250 persons.
MACC PO
Ongoing
Output 2.3.Establishment of a senior management capacity for the national mine action capacity east of the berm.
MACC (UNMAS)
Output 2.2.Advocacy campaign with the Royal Moroccan Army on the need to adhere to international mine action standards.
Activities
2012
6
trainings
9
trainings
Q2
Status
6
trainings
9
trainings
Q1
2013
Tool 5
59
Planning Toolkit
asdf
Mandates
The programme is adhering to the Protection and Security mandate as set out in Security Council
Resolution 2000 (2011), including the following operative paragraphs: (a) protection of civilians;
(b)tabilisation of the security situation; (c) monitoring of the arms embargo; (d) collection of weapons;
(e)Disarmament, Demobilisation and Reintegration programme (DDR); and, (f) reconstitution and reform
of security and rule of law institutions. Specific wording is found in paragraph (d): To continue to assist
the national authorities, including the National Commission to fight against the Proliferation and Illicit
Traffic of Small Arms and Light Weapons, in collecting, registering, securing and disposing of weapons
and in clearing explosive remnants of war, as appropriate, in accordance with resolution 1980 (2011).
The programme is further mandated by international and regional disarmament treaties including the
Anti-Personnel Mine Ban Convention, the Convention on Cluster Munitions and the ECOWAS Convention
on Small Arms and Light Weapons.
Background rationale
In April 2011, the United Nations Mine Action Service (UNMAS) conducted an emergency assessment of
Explosive Remnants of War (ERW)1, in the wake of the post-election crisis. A problem of unexploded and
abandoned ordnance was identified, in addition to that of weapons insecurity. Reporting to the DDR-SSR
Division, a Mine Action programme was duly established.
Unexploded and abandoned ordnance
The post-election crisis in Cte dIvoire generated a problem of unexploded and abandoned ordnance
in both Abidjan and the provinces. Unexploded ordnance resulted from force-on-force engagements
between (i). pro-Ouattara and pro-Gbagbo forces and, (ii). other fighting in which UN peacekeepers and/
or the French Forces were involved. Abandoned ordnance resulted from hasty withdrawals from military
positions, including barracks.
During 2011, UNMAS deployed specialist teams from the Swedish Civil Contingencies Agency (MSB) and
HALO Trust. In the course of their explosive ordnance disposal work, some 178 missions were completed,
leading to the clearance and destruction of 5,978 items of unexploded ordnance (UXO).
The position as of February 2012 is that while the bulk of the clearance has been completed, recent
incidents have highlighted that the problem remains. On 19 January 2012, 14 Katushka rockets were
found by the civilian population in a river bed in the West of the country; this caused considerable
concern to the community. Second, on 8 February, six children (between the ages of 3 and 12) were
injured by a hand grenade while they looked for scrap metal.
Insecure weapons and ammunition
The proliferation of weapons in-country remains a concern to all stakeholders in Cte dIvoire; therefore,
disarmament is high on the agenda. At the time of writing in February 2012, UNOCI is facilitating weapons
collections (on a voluntary basis), ahead of a planned, large-scale DDR programme in which some 40,000
persons will be disarmed.
There is a requirement for Mine Action support to ensure that disarmament operations are conducted
in a safe manner, and that weapons and ammunition collected through these operations are processed
1 Explosive remnants of war is defined as Unexploded Ordnance (UXO) and Abandoned Explosive Ordnance (AXO) (Source:
3.91. International Mine Action Standards 4.10 Glossary of mine action terms, definitions and abbreviations).
60
Tool 5
2) Safe handling and securing of insecure weapons and ammunitions obtained through DDR operations;
and
3) Enhanced national capacity to manage and secure weapons and ammunition in Cte dIvoire.
Expected Accomplishment 1 Improved protection of civilians
The mine action component, through Halo Trust, will conduct 100 Explosive Ordnance Disposal (EOD)
tasks. The coordination of EOD efforts will continue via quarterly coordination meetings. The mine
action component works with the national focal point for Mine Action and maintains coordination with
UNOCI Engineer assets. The mine action component also liaises with UNICEF, who conducts mine risk
education on UNOCI FM radio targeting children in particular. Key messages include a request to the
local population to contact UNOCI mine action when they find ERW lying around so that an EOD team
can be send out to destroy it.
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Planning Toolkit
Expected Accomplishment 2 Safe handling and securing of insecure weapons and ammunitions
obtained through DDR operations
The UNOCI mine action component is providing technical support for all DDR operations. The workload
is based on a projected number of 24,000 ex-combatants to be demobilised in 2012/13 out of a total
caseload of 40,000 ex-combatants. This will generate significant numbers of weapons and ammunition to
be processed. The mine action component will continue to work in partnership with the DDR section and
the national commission for DDR. Unsafe weapons and ammunition will be removed from ex-combatants
and stored in temporary storage facilities managed by UNOCI, until they are destroyed. During the
processing of these weapons and ammunition, the mine action component will screen for illegal weapons
that have been smuggled into the country from neighbouring countries in violation of the arms embargo
[SCR 1572 (2004)]. Illegal weapons will be isolated and kept apart, and dealt with by the UNOCI Embargo
Unit. Unsafe weapons and ammunition will be destroyed. Serviceable weapons and ammunition will be
retained in the temporary UNOCI facilities, until the Mission leadership authorize their release into the
hands of the FRCI, gendarmerie and police.
Expected Accomplishment 3 Enhanced national capacity to manage and secure weapons and
ammunition in Cte dIvoire
The UNOCI mine action component will continue to work with the FRCI, gendarmerie and the police
to improve their Physical Security and Stockpile Management (PSSM) capacity.This will include the
reconstruction of three national ammunition depots, 20 police ready rooms, 20 gendarmerie armouries
and 20 FRCI weapons/ammunition stores supported by the necessary technical training to ensure longerterm compliance with International Ammunition Technical Guidelines or ECOWAS SALW standards. The
focal point for PSSM is the FRCI Logistics Division; other stakeholders include the national commission
for Small Arms and Light Weapons, and UNPOL. To ensure a coordinated approach between the
international community and the national authorities on PSSM, the mine action component will provide
secretariat support to an inter-agency working group on PSSM, which will, amongst other tasks, provide
a forum for priority-setting, overseeing national capacity development initiatives and information
exchange.
With regard to the legal framework, the mine action component will seek to advise the national focal
point for mine action in relation to the Anti-Personnel Mine Ban Convention. Having signed the Treaty in
2000, Cte dIvoire must now honour its obligations to destroy its stockpiles (as per Article 4). In addition
to advocacy efforts, the mine action component will provide technical advice on stockpile destruction.
The mine action component, through HALO Trust, will also destroy the stockpiles, on request of the
government.
In relation to the Convention on Cluster Munitions, Cte dIvoire must now ratify the treaty, having signed
it in 2008. Stockpile destruction is required according to Article 3. The UNOCI mine action component
will advocate with the government in the hope that the convention will be ratified by 30 June 2013.
However, given that the newly-elected national authorities face many competing priorities, it is possible
that the convention will not be ratified within the timeframe of the workplan. Regardless of when the
convention is ratified, the mine action component will still advocate for destruction in 2012/13 of the
current stockpile of 17 cluster bombs and, through HALO Trust, destroy the stockpile, on request of the
government.
Lastly, in relation to the ECOWAS Convention on Small Arms and Light Weapons, the mine action
component will aim to provide the necessary technical advice and resources to allow Cte dIvoire to
be compliant with Article 16: Management and Security of Stockpiles and Article 17: Collection and
Destruction of Small Arms and Light Weapons.
62
Tool 5
Resource needs
Personnel
The UNOCI mine action component will be staffed by the following five international staff positions:
Expected Accomplishment 2Safe handling and securing of insecure weapons and ammunitions
obtained through DDR operations
The DDR programme will start as foreseen on 1 July 2012 with a total caseload of 24,000
ex-combatants in 2012/13
Expected Accomplishment 3Enhanced national capacity to manage and secure weapons and
ammunition in Cte dIvoire
National authorities (including the national focal point for mine action, FRCI, gendarmerie and
police representatives, and the national commission for Small Arms and Light Weapons) take
ownership on the question of weapons and ammunition management in Cte dIvoire.
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Planning Toolkit
Mitigation measures: Mine Action will conduct 10 quality assurance visits in 2012/13 (see logframe
outputs) to monitor HALO Trusts adherence to EOD clearance standards (IMAS.). Non-compliance will
be addressed by contractual penalties.
Expected Accomplishment 2 Safe handling and securing of insecure weapons and ammunitions
obtained through DDR operations
Risk 3: DDR programme does not start on schedule.
Likely impact(s): Continued circulation of unsafe weapons and ammunition amongst ex-combatants
(leading to continued risk of casualties and on-going risk of instability).
Mitigation measures: The mine action component cannot directly influence the first risk relating to the
safety of the population. However, the mine action component would flag this likely impact to the head of
the DDR component for appropriate action. In addition, to prevent mine action resources from standing
idle, the mine action component will seek approval to re-orientate HALO Trusts resources towards PSSM
projects and training.
Expected Accomplishment 3Enhanced national capacity to manage and secure weapons and
ammunition in Cte dIvoire
Risk 4: National authorities do not take ownership of weapons and ammunition management and
rehabilitated infrastructure is not properly maintained by the national authorities, thereby resulting in
non-compliance with PSSM or ECOWAS SALW standards.
Likely impact(s): Increased risk of an unplanned explosion in a densely-populated urban area, leading to
high numbers of casualties and damage to the credibility of the newly-elected national authorities and
of UNOCI.
Mitigation measures: Monitoring of the infrastructure rehabilitated in 2012/13 to determine whether
they are being properly maintained by the national authorities and issues of non-compliance noted and
raised through the PSSM working group; Assessment of conditions in newly-identified weapons and
ammunitions depots and immediate remedial action to address unsafe storage and management (e.g.,
separation of explosives from detonators).
Monitoring and evaluation system
The Chief of Operations and the Ammunition and Weapons Management Officer will monitor the work of
implementing partners. This will cover all outputs and indicators relating to Explosive Ordnance Disposal
operations, support to DDR weapons collections, and PSSM projects. Such data will be disaggregated by
gender and age in order to allow for a more nuanced understanding of the problem and how to address
it. The Chief of Operations manages an operations database which records all relevant operational
statistics reported on a weekly basis by HALO Trust, including numbers of ERW destroyed/ammunition
destroyed/stored/weapons destroyed/stored. The Ammunition Management Officer ensures that PSSM
projects adhere to international guidelines, including the International Ammunition Technical Guidelines
and the ECOWAS Treaty on Small Arms and Light Weapons.
The current Implementing Partner, HALO Trust, is reporting to the programme on a weekly basis and a
system of project handovers is in place. The handover of a completed project requires the sign-off of the
following entities: (i). the Implementing Partner; (ii). the beneficiary e.g., FRCI/gendarmerie/police; and,
(iii). the UNOCI mine action component.
The Programme Officer will monitor outputs and indicators relating to advocacy and adherence to the
three international disarmament treaties, by reviewing government laws and decrees and reports from
the relevant treaty implementation support teams (e.g. the Implementation Support Unit for the AntiPersonnel Mine Ban Convention).
The mine action component will maintain a portfolio of evidence on the outputs, as well as the indicators
listed in the annual workplan matrix, and information on the data sources used (e.g., Halo weekly reports,
government laws and decrees).
64
Tool 5
Evaluation of the programme will be at the discretion of UNMAS. Routine visits are planned but an
external evaluation may be launched (subject to budget).
A mid-year review of progress against the workplan will be completed in December 2012 and an
assessment of needs will again be formulated at this time.
For a summary of the key elements of the UNOCI mine action annual workplan for 2012-13, see Annex 1:
Logframe. For a detailed timeline of activities, see Annex 2: Activities tracking sheet.
65
66
1. Improved protection of
civilians in Cte d'Ivoire
[as per RBB Component
1 - Safe and Secure
Environment; as per ISF
strategic outcome E]
Expected
accomplishment
Reduction in the number of
casualties* amongst the local
population from accidents caused
by Explosive Remnants of War**
(2010/11: N/A; 2011/12: 13 casualties;
2012/13: 0 casualties)
Performance indicator/
indicator of achievement
30.06.13
30.06.13
Deadline Status
1.2. S
ecretariat support to 4 meetings of the
inter-agency coordination mechanism
on Explosive Ordnance Disposal (EOD)
with national EOD teams, IP and UNOCI,
including production of a workplan [Ref.
RBB 2012-2013 1.1]
HALO Trust
Lead (support)
Output/deliverable
To reduce
the threat
posed by
insecure
weapons and
ammunition
in Cte
d'Ivoire
Objective
Logframe for the annual workplan of the UNOCI mine action component
(1 July 2012 to 30 June 2013)
Planning Toolkit
No casualties amongst
ex-combatants and humanitarian
workers from unsafe management
of weapons and ammunition in the
course of DDR operations in 2012/13
2. Safe handling
and securing of
insecure weapons
and ammunitions
obtained through DDR
operations [as per SCR
2000 para d; and ISF
strategic outcome C]
3. Enhanced national
capacity to manage
and secure weapons
and ammunition in
Cte d'Ivoire [as per
SCR 2000 (f) - capacity
development through
technical assistance;
as per ISF strategic
outcome C]
To reduce
the threat
posed by
insecure
weapons and
ammunition
in Cte
dIvoire
Performance indicator/
indicator of achievement
Expected
accomplishment
Objective
3.2. R
efurbishment/reconstruction of 20 police
ready rooms for weapons/ammunition
storage; 20 x gendarmerie armouries; 20
x FRCI armouries/ammunition stores to
ensure compliance with ECOWAS SALW
standards [Ref. RBB 2012-2013 3.2]
2.3 F
our events to hand over serviceable weapons
and ammunition to the security forces,
identified through the disarmament of 24,000
ex-combatants, out of a total caseload of
40,000 ex-combatants [Ref. RBB 2012-2013 1.2]
2.2 D
estuction of all unserviceable weapons
and ammunition collected from 24,000
ex-combatants, out of a total caseload of
40,000 ex-combatants, between July 2012
and June 2013 [Ref. RBB 2012-2013 1.2]
3.1.Refurbishment/reconstruction of 3
ammunition storage areas (Bouake, Seguela,
Abidjan) in compliance with International
Ammunition Technical Guidelines [Ref. RBB
2012-2013 3.2]
Lead (support)
Output/deliverable
30.06.13
30.06.13
30.06.13
30.06.13
30.06.13
Deadline Status
Tool 5
67
68
4 or blue = completed
Performance indicator/
indicator of achievement
1 or green = on schedule
Explanation
3. Enhanced national
capacity to manage
and
secure weapons
and ammunition in
Cte dIvoire [as per
SCR 2000 (f) - capacity
development through
technical assistance;
as per ISF strategic
outcome C]
Expected
accomplishment
Status
To reduce
the threat
posed by
insecure
weapons and
ammunition
in Cte
dIvoire
Objective
3.4. S
ecretariat support to 4 meetings of the
inter-agency working group on Physical
Security and Stockpile Management
(government-UNOCI), including production
of an annual workplan [Ref RBB 2012-2013
3.2]
3.5. 3
screening visits of landmine stockpiles
in preparation for destruction. [Ref. Anti
Personnel Mine Ban Covention and RBB
2012-2013 3.2]
3.6. Advice, through 4 meetings, to the Ministry
of Defence in order to secure political
acceptance of the need to ratify the
Convention on Cluster Munitions [Ref. RBB
2012-2013 3.2]
30.06.13
31.12.12
30.06.13
30.06.13
Deadline Status
Lead (support)
3.3. P
rovision of 4 training courses on Physical
Security and Stockpile Management to
a total of 100 FRCI/gendarmerie/police
personnel [Ref. RBB 2012-2013 3.2]
Output/deliverable
Planning Toolkit
30.06.2013
HALO Trust
30.06.2013
Output 2.2. Destruction of all unserviceable weapons and ammunition collected from 24,000 ex-combatants, out of a total caseload of 40,000 ex-combatants,
between July 2012 and June 2013 [Ref. RBB 2012-2013 1.2]
30.06.2013
30.06.2013
2.1.2. C
onfirmation of temporary safe storage locations
HALO Trust
Output 2.1. Removal and provision of temporary safe storage in UNOCI locations of all weapons and ammunition surrendered by 24,000 ex-combatants out of a total
caseload of 40,000 ex-combatants [Ref. RBB 2012-2013 1.2]
30.06.2013
30.06.2013
Output 1.2. Secretariat support to 4 meetings of the inter-agency coordination mechanism on Explosive Ordnance Disposal (EOD) with national EOD teams, IP and
UNOCI, including production of a workplan [Ref. RBB 2012-2013 1.1]
30.06.2013
30.06.2013
Status
HALO Trust
30.06.2013
Q2
Q1
Q4
Q3
2013
1.1.1. Tasking
Deadline
2012
Output 1.1. Execution of more than 100 Explosive Ordnance Disposal tasks, as requested by national institutions and/or civil society [Ref. RBB 2012-2013 1.1]
Activities
Activites tracking sheet for the annual workplan for the UNOCI mine action component
(1 July 2012 to 30 June 2013)
Tool 5
69
70
Status
30.06.2013
x
x
HALO Trust
15.08.2012
3.3.3. T
echnical review of training programme
31.07.2012
HALO Trust
15.07.2012
3.3.2. T
raining programme design
Output 3.3. Provision of 4 training courses on Physical Security and Stockpile Management to a total of 100 FRCI/gendarmerie/police personnel [Ref. RBB 2012-2013 3.2]
30.06.2013
30.06.2013
HALO Trust
3.2.3. P
roject implementation
31.07.2012
15.07.2012
3.2.2. R
eview of project implementation plan
Output 3.2. Refurbishment/reconstruction of 20 police ready rooms for weapons/ammunition storage; 20 x gendarmerie armouries; 20 x FRCI armouries/ammunition
stores to ensure compliance with ECOWAS SALW standards [Ref. RBB 2012-2013 3.2]
30.06.2013
30.06.2013
HALO Trust
31.07.2012
15.07.2012
Output 3.1. Refurbishment/reconstruction of 3 ammunition storage areas (Bouake, Seguela, Abidjan) in compliance with International Ammunition Technical
Guidelines [Ref. RBB 2012-2013 3.2]
30.06.2013
30.06.2013
Q2
Q1
Q4
Programme Manager
Q3
Deadline
1
2013
Output 2.3. Four events to hand over serviceable weapons and ammunition to the security forces, identified through the disarmament of 24,000 ex-combatants, out
of a total caseload of 40,000 ex-combatants [Ref. RBB 2012-2013 1.2]
Activities
2012
Planning Toolkit
Status
1 or green = on schedule
4 or blue = completed
Explanation
HALO Trust
Status
Programme Manager
31.03.2013
31.03.2013
On request
by the
Government
Government
expected to
ratify in Q4
On request
by the
Government
Output 3.6. Advice, through 4 meetings, to the Ministry of Defence in order to secure political acceptance of the need to ratify the Convention on Cluster Munitions
[Ref. RBB 2012-2013 3.2]
31.12.2012
HALO Trust
30.09.2012
3.5.2. D
estruction of landmines
Output 3.5. 3 screening visits of landmine stockpiles in preparation for destruction [Ref. Anti Personnel Mine Ban Covention and RBB 2012-2013 3.2]
30.06.2013
30.06.2013
Q2
3.4.2. T
echnical review of workplan
Q1
Q4
Q3
Deadline
2013
Output 3.4. Secretariat support to 4 meetings of the inter-agency working group on Physical Security and Stockpile Management (government-UNOCI), including
production of an annual workplan [Ref RBB 2012-2013 3.2]
Activities
2012
Tool 5
71
Planning Toolkit
72
Tool 5
Ayaka Suzuki
Administration:
Desk Responsibility
Lead
Back-up
Burundi (BINUB)
Bruno Donat
CAR (BINUCA)
Bruno Donat
Sergiusz Sidorowicz
Simon Yazgi
Sergiusz Sidorowicz
Nikolai Rogosaroff/
Lotta Hagman
Sergiusz Sidorowicz
Darfur (UNAMID)*
DRC (MONUC)
Guinea-Bissau (UNOGMIBIS)
Haiti (MINUSTAH)
Bruno Donat
Elizabeth Kissam
Lotta Hagman
Simon Yazgi
Elizabeth Kissam
Nikolai Rogosaroff
Liberia (UNMIL)
Sergiusz Sidorowicz
Lotta Hagman
Sudan (UNMIS)*
Nikolai Rogosaroff/
Lotta Hagman
Sergiusz Sidorowicz
Bautista Logioco
Lead
Back-up
Sergiusz Sidorowicz
Simon Yazgi
Chad/CAR (MINURCAT)
Bruno Donat
Nikolai Rogosaroff/
Sergiusz Sidorowicz
Iraq (UNAMI)
Simon Yazgi
Sergiusz Sidorowicz
Somalia Planning/UNPOS
Watch Brief
Afghanistan (UNAMA)
Kosovo (UNMIK)
LRA-areas
Nepal (UNMIN)
Sergiusz Sidorowicz
Simon Yazgi
Bruno Donat
Lotta Hagman
Elizabeth Kissam
Simon Yazgi
Sergiusz Sidorowicz
Lotta Hagman
Elizabeth Kissam
Nikolai Rogosaroff
Sergiusz Sidorowicz
Lotta Hagman
Lead
Members
Task Groups
Budget Group
AS
LH, NR, SS
Communication/Knowledge
Management Group
BD
Partnership Group
AS
Personnel Group
SY
Training Group
LH
Lead
Back-up
Bautista Logioco
Children
Lotta Hagman
Nikolai Rogosaroff
Gender
Sergiusz Sidorowicz
Lotta Hagman
Humanitarian
Nikolai Rogosaroff
Lotta Hagman
IAWG on DDR
Simon Yazgi
Bruno Donat
Sergiusz Sidorowicz
Lotta Hagman
Peace-building
Elizabeth Kissam
Lotta Hagman
Reintegration
Sergiusz Sidorowicz
Lotta Hagman
Lotta Hagman
Sergiusz Sidorowicz
Risk Management
73
Tool 6
Results Framework
Graphic 1
Results framework used in the RBB Framework in a UN Field Mission (excerpt from Tool 2.2.)
Planning and Budgeting*
* This arrow indicates the need to plan and budget from the top of results-hiearchy downwards. For example, in a UN Mission
RBB Framework, after the objective is defined, then the expected accomplishments that contribute to this objective are
defined. After this takes place, then the outputs that contribute to these expected accomplishments are defined. After the
outputs are identified, then the inputs or cost in terms of posts and non-post resources are identified.
Input
Output
Indicator
Expected
accomplishment
Objective
Result
Impact
Implementation**
** This arrow indicates the cause and effect relationship between the elements in the results hierarchy. For instance, in
a UN Mission RBB Framework, if inputs are used to undertake a series of activities then that will generate a number
of outputs. If outputs are produced, then this will generate benefits to end-users: this result is known as the expected
accomplishment. If an expected accomplishment is achieved, then this contributes to the wider impact of the UN Field
Mission: this impact is known as an objective.
75
Planning Toolkit
1.1.
Why?
76
Bad
Good
services in Country X
Tool 6
1.2.
Why?
77
Planning Toolkit
RBB
Framework
Bad
Good
Implementation of a human
78
Tool 6
S
M
tainable: the indicator can be attained within the period of the plan, which is usually a
A tone-year
period (i.e., do not walk on water).
ealistic/relevant: it must measure an expected accomplishment that falls within the
R mandate of the UN Field Mission.
the indicator specifies a particular date or measures change in a specific period.
T ime-bound:
See Table 1. Three examples of bad and good indicators to measure expected
accomplishments.
7. After selecting an indicator, do a final sanity check by reviewing these questions:
Does the indicator provide meaningful information for decision-making on the
programme?
Can the data be collected within a reasonable amount of time and cost?
Is it likely that the indicator will be met within the planning period (usually one year)?
Is it SMART?
8. From day one of a plan, maintain a portfolio of evidence for your monitoring and
evaluation system, which includes data on each indicator, information on how the data was
collected and how key terms are defined. This enables the plan to be easily monitored and
evaluated, as well as audited by the Oversight bodies.
79
Planning Toolkit
Table 1. Three examples of bad and good indicators to measure expected accomplishments
1. Expected accomplishment: Strengthened capacity of Country X to ensure security and
justice, including in the area of military justice
Indicator
Bad
Good
A preliminary baseline
assessment reflecting
the functioning of
police, justice and
corrections institutions,
and perceptions of
justice and security in
Country X is provided
to the Government
80
Tool 6
Indicator
Bad
Good
81
Planning Toolkit
Indicator
Bad
Good
82
Tool 6
1. Note that there is a causal relationship between the output and the expected
accomplishment i.e., if outputs are produced, then this will generate benefits to end-users;
this result is known as the expected accomplishment.
2. As a general rule, include on average 5-10 outputs per expected accomplishment.
3. Be selective and only include outputs that have a significant impact on mandate
implementation (i.e., without this output, mandate implementation would not be possible).
This is particularly important for the RBB.
4. Only include outputs that are resource-intensive in terms of staff time and other costs.
This is particular important for the RBB.
5. Draft outputs to make them SMART i.e., outputs should be:
output to deliver 20 training courses in one year when you are only likely to have enough
staff to deliver 10 courses.
ealistic/relevant: it must be within the mandate and capacity of the UN Field Mission to
deliver the output. For example, dont include an output on supporting the government
to develop a strategy on security sector reform if the UN Field Mission has no mandate
to do so.
ime-bound: only include outputs that can be achieved within the period covered by the
plan. See Dos number 15.
6. From day one of a new plan, maintain a portfolio of evidence for your monitoring and
evaluation system that includes data on each output. This will facilitate reporting later on
(e.g., for the RBB performance report, Secretary-Generals reports and donor reports).
83
Planning Toolkit
Why?
84
Bad
Good
It is not SMART.
It is not Specific (Who are these
interested parties?). If it is not clear
which specific parties will attend the
consultations; a general indication should
be given that is more specific than
interested parties.
It is not Measurable: it is not quantified
and there is no indication of frequency
(How many/how often should
consultation sessions be held? How
many parties are involved?). This makes
it impossible to measure the output
and determine whether it is Realistic,
Attainable and Time-bound.
Tool 6
Objective refers to an overall desired achievement involving a process of change and aimed at
meeting certain needs of identified end-users within a given period of time. (ST/SGB/2000/8)
Dos for component-level plans
1. Use the objective as the starting point for the logical framework.
2. Use an objective to describe what the field component intends to achieve during the
lifecycle of the UN Field Mission. The objective of a field component is therefore more
concrete and specific than an RBB objective for the whole UN Field Mission.
3. Use on average 1-3 objectives (e.g., in an annual workplan).
4. Align the objective in a component-level plan with:
(i) Security Council and/or General Assembly mandates and other relevant mandates
such as in international laws or peace agreements.
(ii) Relevant national plans and strategies (e.g., a national DDR strategy).
(iii) The higher-level objectives and goals of Mission planning documents such as the
RBB, Compact between the SG and SRSG, the Compact between the SRSG and
DSRSG, and Mission Concept.
(iv) The objectives of UN-wide plans (e.g., strategic objective of the UN Integrated
Strategic Framework).
(v) Security Council benchmarks for a UN Field Mission. See Tool 2.1 for guidance on
benchmarks.
5. Ensure that an objective in a component-level plan relating to early peacebuilding tasks
advances the political objectives of the future UN Field Mission and/or the peace process,
and: (i) ensures security and/or (ii) lays the foundation for longer-term institution-building.
See Tool 3 for more guidance.
6. Ensure that the objective is broad enough to encompass all the related expected
accomplishments and outputs.
7. Refer to the rationale for the overall benefit or problem (see underline)
E.g.,1. To reduce the threat of landmines and explosive remnants of war in Country X.
E.g., 2. To improve stability and security in Country X.
8. Identify the overall beneficiary: a country, institutions, region, groups within a population etc.
(see underline).
E.g., To re-establish the basic functioning of state-level prisons in Country X.
9. Start the objective with an infinitive verb (e.g., To advanceTo restoreTo maintain
To strengthen).
85
Planning Toolkit
1.1.
Bad
Good
services in Country X
86
Tool 6
10. An RBB has one objective for the entire UN Field Mission.
11. An RBB objective is used to describe what the UN Field Mission intends to achieve
during the lifecycle of the UN Field Mission.
12. The objective is derived from a Security Council mandate.
13. As a general rule, the UN Field Mission should keep the same objective as the previous
years unless:
(i) The objective is completed; or
(ii) There is a change in the Security Council mandate; or
(iii) The previous years objective needs to be refined.
14. The objective in an RBB is found under Section I. Mandate and Planned Results under
A. Overall.
15. The RBB objective refers to the rationale for overall benefit or problem (see underline).
E.g., To restore international peace and security in Southern Lebanon
(UNIFIL 2008/9).
16. The RBB objective identifies the overall beneficiary (see underline). E.g., To advance
peace and security in the Democratic Republic of the Congo (MONUC 2009/10).
87
Planning Toolkit
88
Tool 6
10. Note that expected accomplishments in an RBB are grouped under components in the
budget document. These components are derived from the Security Council resolution.
11. Note that in an RBB, the expected accomplishments are derived from the mandate in
the relevant Security Council resolution, and at times also from a peace agreement. For
example, the RBB expected accomplishment Strengthened capacity of the Dtachement
intgr de scurit for MINURCAT (A/63/817) is derived from the mandate language To
select, train, advise and facilitate support to elements of the Dtachement intgr de
scurit, in operative paragraph 6 (a) in S/RES/1861 (2009).
12. As a general rule, in an RBB, keep the same expected accomplishment as the previous
years unless:
(i) The expected accomplishment is completed; or
(ii) There is a change in the Security Council mandate; or
(iii) The previous years expected accomplishment needs to be refined.
13. Align the expected accomplishment(s) in a UN Field Missions component-level plan or in
an RBB with:
(i) Relevant national plans and strategies (e.g., a national DDR strategy).
(ii) The higher-level objectives and goals of Mission planning documents such as the
Compact between the SG and SRSG, the Compact between the SRSG and DSRSG,
and Mission Concept.
(iii) The priority results of UN Integrated Strategic Framework and other relevant UN
inter-agency plans.
(iv) Security Council benchmarks for a UN Field Mission.
See Tool 2.1 for guidance on benchmarks.
14. Ensure that an expected accomplishment relating to early peacebuilding tasks advances
the political objectives of the future UN Field Mission and/or the peace process, and:
(i) ensures security and/or
(ii) lays the foundation for longer-term institution-building.
See Tool 3 Technical Assessment Mission (TAM) checklists on prioritizing and
sequencing early peacebuilding interventions for more guidance.
15. On average, use 1-3 expected accomplishments per objective in a component-level
plan such as an annual workplan, or 1-3 expected accomplishments per component in an
RBB.
16. As a general rule, consolidate expected accomplishments on related results.
For instance, in an RBB instead of having three separate but related expected
accomplishments on strengthening the legal, judicial and correctional systems,
consolidate them into one Strengthening of the legal, judicial and correctional systems in
Liberia (UNMIL 2009/10).
17. Consolidate two different expected accomplishments if the indicators and outputs could
fit under either expected accomplishment. This is a sign that they overlap and should be
merged.
18. Note that in an RBB a field components outputs can relate to different expected
accomplishments. For instance, the expected accomplishment Secure and stable
environment might include the police components outputs relating to patrols of formed
police units, whereas the expected accomplishment Reformed and restructured national
police would include its outputs relating to capacity-building of the national police.
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Planning Toolkit
Good
RBB
Framework
Why?
To contribute to is an unnecessary
qualifier.
Full operational capacity in Liberia
is not attainable within the lifecycle of
the UN Field Mission.
Componentlevel plan
Implementation of a human
Why?
90
Tool 6
105
105 Based on: How to Guide, Monitoring and Evaluation for Disarmament, Demobilization and Reintegration Progammes,
UNDP/BCPR (2009); How-to Guide on Constructing DDR Indicators (DPKO, 2010); Handbook on Planning, Monitoring
and Evaluating for Development Results (UNDP, 2009); The United Nations Rule of Law Indicators: Implementation Guide
and Project Tools, DPKO and OHCHR, United Nations, New York (2011).
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Planning Toolkit
Example 1
Expected
Accomplishment
Improved
protection of
civilians in the
Democratic
Republic of the
Congo (A/64/670,
MONUC).
Indicators
Comment
Outputs
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Tool 6
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Planning Toolkit
Feasible
17. Follow these four steps when deciding how feasible it is for the UN Field Mission to
collect data on an indicator, and how to collect it:
Step 1: Find out if others are (or will be) collecting this data and can share it
(e.g., programme documents of UN agencies, funds and programmes; national
strategies and plans; indicators from the UN Rule of Law Indicators Project (where
available)).
Step 2: If not, determine if the data can be easily collected by the UN Field Mission
itself at minimal cost in terms of staff time, travel costs etc. Typically, data can be
easily collected from a document review (DR) of written documents, from field data
(FD) collected by UN entities and others, or from reviewing administrative data (AD) of
the national authorities.
Step 3: If not, determine if data can be collected by the UN Field Mission through
a survey of experts (ES) (e.g., by distributing a questionnaire (in hard copy) to legal
experts attending a workshop organized by the UN Field Mission, or sending an
electronic survey to a group of experts using the software SurveyMonkey).
Step 4: If not, then as a last resort, determine if data can be collected by the
UN Field Mission through a public survey (PS).
18. Due to the cost and challenges of collecting data through a survey of experts or public
survey, a field component should decide whether the benefit of collecting such data
outweighs the costs. If it is too costly or impractical, preference should be given to
indicators based on other data sources (as above).
19. If no internal expertise exists in the UN Field Mission to design a survey of experts
then:
(i) Consider conducting joint surveys with other UN and non-UN entities to reduce costs
for all and harness the research skills of others.
(ii) Consider outsourcing this data collection by budgeting for an external entity such as a
local university, NGO or consultant to conduct an expert survey. In the RBB, this may
entail including funds under the consultancy and travel budget lines for this purpose.
20. Refer to The United Nations Rule of Law Indicators: Implementation Guide and
Project Tools, DPKO and OHCHR, United Nations, New York (2011) for guidance and
practical tools on data collection and to minimize the risk of bias, particularly when
using surveys of experts and public surveys.
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Tool 6
21. As a general rule, use a mix of indicators: some measuring the quantity of the result
and some the quality of the result. For example, the performance of the national police
can be measured through an indicator measuring the quantity of the result (e.g., the
percentage of reported intentional homicides resulting in an arrest within the last twelve
months see indicator 1.5. in Tool 6.6.2.) and another measuring the quality of the result
(e.g., the perception of experts on whether the police respond promptly to requests of
assistance see indicator 1.6. in Tool 6.6.2.).
22. Note that some indicators provide more meaningful information when used in
conjunction with other indicators. For example, the percentage of investigations
of alleged incidents of police misconduct which result in a disciplinary action or the
prosecution of a police officer in a given year (indicator 2.4. in Tool 6.6.2.) is more
meaningful when used together with an indicator measuring how freely the population
may make accusations of police misconduct.
23. When a complete data set is not available (e.g., due to lack of security access, poor
weather conditions, lack of access to court records, poor record-keeping practices, lack
of UN staff to collect the data etc.), do use instead a proxy indicator. These tell you
indirectly whether the expected accomplishment has been achieved. For example, if
national data on the number of prisoners in pre-trial detention is not available, then the
sample size can be reduced and data can instead be obtained for all state-level prisons
where the UN Field Mission is operating and can have easy access to prison records.
24. When measuring sensitive issues that could affect the political work of the
UN Field Mission (e.g., corruption, accountability, human rights, ceasefire violations,
fatalities and casualties), do consult the Missions political affairs component when
selecting the indicator. In the past, Member States who scrutinize RBB Frameworks
through the Fifth Committee have objected to the choice of certain indicators (see
General Assembly resolution 59/296 (section II, para. 4-5) and resolution 55/231, para. 9).
25. When selecting an indicator, do decide which angle provides the most relevant
information for decision-making: is it a ratio, percentage, a total number, a total
number per month or an average number etc.
26. Get more nuanced information on specific conflict-affected groups (e.g., persecuted
ethnic groups during the conflict) and/or vulnerable groups (e.g. victims of sexual
violence during a conflict) by either:
(i) Disaggregating the indicator, for instance, by geographic region, gender, age and
other relevant variables; and/or
(ii) Selecting an additional indicator to measure a specific concern; e.g., the number of
children in pre-sentence detention per 100,000 child population (indicator 1.4. in Tool
6.6.3.).
27. Use an indicator to measure a single unit of information. See example 3 in Table 1.
Three examples of bad and good indicators to measure expected accomplishments.
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Planning Toolkit
28. Note that one way to determine trends is to use the same indicator (with different
baselines and targets each year). For example:
Year 1: Decrease in the number of inmates in pre-trial detention held without a valid judicial
order, or beyond the expiration of such an order, per 100 inmates in all prisons in Country
X in 2012/13
(2009/10: 25 per 100 inmates; 2010/11: 20 per 100 inmates; 2011/12: 15 per 100 inmates).
Year 2: Decrease in the number of inmates in pre-trial detention held without a valid judicial
order, or beyond the expiration of such an order, per 100 inmates in all prisons in Country X
in 2012/13
(2010/11: 20 per 100 inmates; 2011/12: 15 per 100 inmates; 2012/13: 10 per 100 inmates).
(See indicator 2.1 in Tool 6.6.4.)
29. Alternatively, use targets/milestones to determine trends. For example:
Year 1: The Government of Country X signs in 2011/12 the Convention on the Prohibition
of the Use, Stockpiling, Production and Transfer of Anti-Personnel Mines and on Their
Destruction (see indicator 5.1 in Tool 6.6.6).
Year 2: The Government of Country X adopts in 2012/13 a national strategy for dealing with
landmines and explosive remnants of war, which includes a description of how it will comply
with the Anti-Personnel Mine Ban Convention (see indicator 5.3 in Tool 6.6.6).
30. For numeric indicators in an RBB, do insert an actual figure from the previous year, a
baseline figure from the current year and an estimated target figure for next year. For
example, Decrease in the number of prisoners per prison officer (2010/11: 6.7 prisoners
per prison officer; 2011/12: 6.2 prisoners per prison officer; 2012/13: 5.9 prisoners per
prison officer) (see indicator 5.1.3 in Tool 6.6.1.). The data for 2010/11 is actual data
from the previous planning period i.e., obtained from the RBB performance report for
2010/11; data for 2011/12 is a baseline figure for the current year (1 July 2011 to 30 June
2012), obtained from the published 2011/12 RBB budget document; and 2011/12 is an
estimated target figure for the following year.
31. In an RBB, if no actual figure exists for the baseline year (e.g., at the start-up of a new
initiative), either:
(i) insert N/A for not available. For example, Decrease in the percentage of inmates
with less than 2 square meters of accommodation space in all state-level prisons in
Country X (2009/10: N/A; 2010/11: N/A; 2011/12: 80 percent); or
(ii) put an estimated target for the baseline year, when no data is yet available. For
example, Decrease in the percentage of inmates with less than 2 square meters of
accommodation space in all state-level prisons in Country X (2009/10: N/A; 2010/11: 85
percent; 2011/12: 80 percent) (see indicator 3.1 in Tool 6.6.4).
32. Note that in the RBB, an unrealistic target that has already appeared in an official
published RBB document cannot be modified, but an explanation can be provided the
following year. For example, the published RBB report for 2011/12 estimated that police
reform would result in the number of police services in Country X being reduced to that
year, whereas as of early 2011, 8 police services still existed. In the budget document for
2012/13, an explanation is placed in brackets to explain the unrealistic target for the
previous year.
E.g., Reduction in the number of police services in Country X
(2010/11: 9 police services; 2011/12: 4 police services (actual as of January 2011 is 8);
2012/13: 5 police services).
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Tool 6
33. When repeating the same indicator as the previous year, use the same unit of
measurement in the baseline as before, to enable analysis of trends over time. In other
words, do not measure the number of villages one year and the number of counties the
next year.
34. As a general rule, collect data in a consistent manner each year (e.g., from the same
geographic area, or from the same month each year). For instance, if data on prisoner
nutrition is obtained in June 2011, it should be collected again in June 2012.
3. For annual plans, do not use an indicator where the data cannot be collected within
a one-year cycle (e.g., certain national statistics where data is collected through
household surveys every five years).
4. Do not use an indicator where the data is too difficult, dangerous or expensive to
collect.
5. Do not use an indicator such as Implementation of [X policy] or [Y piece of legislation]
as it is hard to measure when implementation is considered completed.
6. In the RBB, do not include only indicators based on a survey of experts or public
survey due to risk of bias. Instead, used such indicators together with others based on a
document review, field data or administrative data.
35. In the RBB, insert the units of measure in numeric indicators. For example: (2009/10: 30
days: 2010/11: 30 days; 2011/12: 25 days).
36. Draft the indicators to make them SMART (see examples below).
in terms of quantity, quality, time, location, target groups etc. For numeric
S pecific,
indicators, include a baseline and target figure.
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Planning Toolkit
37. As a general rule, in the RBB, omit the name of the country and timeframe in the
body of the indicator unless it is needed for the sake of clarity (see unnecessary words
in strikeout). E.g., Reduction in the number of casualties among the local population in
the Democratic Republic of the Congo in 2010/11 from accidents caused by landmines
and explosive remnants of war (2008/9: 105 casualties; 2009/10: 90 casualties; 2010/11:
60 casualties). (A/64/670, MONUC) (indicator 1.1 in Tool 6.6.6). This is due to word
count restrictions in UN official documents.
38. After selecting an indicator, do a final sanity check by reviewing these questions:
Does the indicator provide meaningful information for decision-making on the
programme?
Can the data be collected within a reasonable amount of time and cost?
Is it likely that the indicator will be met within the planning period (usually one
year)?
Is it SMART?
39. From day one of a plan, maintain a portfolio of evidence for your monitoring and
evaluation system, which includes data on each indicator, information on how the
data was collected and how key terms are defined. This enables the plan to be easily
monitored and evaluated as well as audited by the Oversight bodies.
40. Note that if the field component is using data collected by others, the component is
still responsible for keeping this information in its portfolio of evidence.
41. Decide on which component of the UN field operation is responsible for reporting
against each indicator during the RBB performance report (only one field component
reports against one indicator).
42. Where appropriate, involve key partners such as national authorities and UN partners
in collecting data on indicators. For joint programmes and joint initiatives, joint data
collection is encouraged where the indicators are shared.
7. Given the poor quality of data that is generally found in post-conflict countries,
do not base planning decisions solely on data obtained from indicators. Instead,
information obtained from indicators needs to be supplemented with data from a range
of other sources, both internal and external to the UN Field Mission such as information
from UN situation reports, observations from UN staff, views of the national authorities,
perceptions of the local population, information from the local and international media,
watchdog organizations, NGOs and think-tanks etc.
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Tool 6
Table 1. Three examples of bad and good indicators to measure expected accomplishments
Expected accomplishment: Strengthened capacity of Country X to ensure security and justice,
including in the area of military justice
Bad
Good
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Planning Toolkit
100
Good
Tool 6
Good
101
Planning Toolkit
102
Tool 6
9. Check the Security Council mandate for specific language on activities or outputs that
the UN Field Mission should implement. For example, SC Res. 1925 (2010) op. para. 12
(n) asks MONUSCO to Support the reform of the police led by the Government of the
Democratic Republic of the Congo, including by providing training to battalions of the
Congolese National Police (PNC).
10. Ensure that an output relating to an early peacebuilding task advances the political
objectives of the future UN Field Mission and/or the peace process, and:
(i) ensures security and/or
(ii) lays the foundation for longer-term institution-building.
See Tool 3 Technical Assessment Mission (TAM) checklists on prioritizing and
sequencing early peacebuilding interventions for more guidance.
11. In the RBB, as a general rule, insert new and different outputs if:
(i) A new priority has been identified by the UN Field Mission that falls within the existing
Security Council mandate and requires a significant, new request in terms of posts or
other resources; or
(ii) There has been a change in the Security Council mandate that results in new priorities;
or
(iii) The previous years output(s) need to be refined.
12. If new outputs are added, as compared to last years RBB, then consider deleting some
outputs that may now be of a lesser priority.
13. As a general rule, repeat last years outputs that were never started (e.g., a workshop
in region X that was not held due to insecurity but it still needed next year), unless they
are no longer a priority. This also applies to outputs relating to quick-impact projects.
14. As a general rule, include the remaining portion of outputs that were partially
completed, unless they are no longer a priority. For example, if two out of three
training courses were held and these courses remain a priority, then include the
remaining one training course in the next years RBB outputs. This also applies to
outputs relating to quick-impact projects.
15. Only include outputs that will be achieved within the planning period. This means
only include outputs that will be achieved in a one-year period for annual plans such
as annual workplans and a one-year RBB cycle. For example, in a one-year plan,
only include the number of square kilometres of road demined in one year, not the
cumulative total demined since the start of the programme. For multi-year plans, it is
recommended to divide up the plan into segments, for instance, into yearly plans with
outputs for each year to facilitate planning, implementation and reporting.
16. As a general rule, include on average 5-10 outputs per expected accomplishment.
17. Be selective and only include outputs that have a significant impact on mandate
implementation (i.e., without this output, mandate implementation would not be
possible). This is particularly important for the RBB.
18. Only include outputs that are resource-intensive in terms of staff time and other costs.
This is particulary important for the RBB.
19. When selecting an output, make sure that it is easy to measure and therefore easy to
audit (for instance by the oversight bodies).
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Planning Toolkit
20. Reflect cross-cutting considerations in outputs (e.g., gender, human rights, HIV/AIDS,
environmental issues etc.). For example, the following output reflects UNMISs efforts
to mainstream gender considerations into its corrections work:
4 training courses, each for 25 midlevel prison officers, on gender mainstreaming and
gender-sensitive correctional services, in Khartoum and Kordofan, River Nile and White
Nile States, in collaboration with the United Nations Country Team (UNMIS 2009/10).
21. In an RBB, merge similar outputs under different expected accomplishments and
place them under the component that is the most resource intensive (i.e., merge
outputs with the same target audience or dealing with the same issue).
For example, an output relating to training courses on HIV/AIDS for prison officers under
one expected accomplishment could be merged with an output relating to training
courses on a human rights-based approach to prison management for prison officers
under another expected accomplishment.
22. Include outputs relating to coordination outside of the UN Field Mission such as
UNinter-agency coordination meetings or government-led coordination meetings. For
example: Chairing of monthly meetings of the inter-agency justice sector working
group (UNMIT, UNIFEM, UNDP and UNICEF) to (UNMIT 2009/10) or Secretariat
support to monthly government-led coordination meetings on
23. In an RBB, reflect outputs under as many expected accomplishments that are
relevant. This means that, for instance, the mine action components outputs, can
be reflected partly under an expected accomplishment relating to security and
stability (e.g., mine clearance of 3,000 km of humanitarian supply routes) and partly
under an expected accomplishment relating to provision of internal support services
(e.g.,provision of 300 UN personnel with landmine safety briefings).
1. In the RBB, do not include a long laundry list of all the outputs of all the offices and
units in the UN Field Mission who are working on a particular expected accomplishment.
The same applies to component-level plans. Only priority outputs should be included.
2. Do not include outputs that are internal to the UN Field Mission (e.g., a weekly
situation report to the Missions leadership, or coordination meetings internal to the
UN Field Mission, or an internal assessment conducted by the rule of law section of
needs in the police and law enforcement sector in the host country).
3. Do not confuse outputs of the UN Field Mission with those of others, when work is
done jointly or collaboratively. For example, a DDR component in a UN Field Mission
may have a series of 10 planning meetings with a national DDR Commission to help them
develop a national strategy on DDR. The output of the DDR Commission is a national
strategy. The output of the UN Field Mission is the Advice on a national strategy for
DDR through 10 planning meetings with the DDR Commission.
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Tool 6
4. In the RBB, do not include outputs that are funded through voluntary contributions.
This is particularly important for outputs of mine action components.
E.g., If two mine clearance teams are funded from assessed contributions and are to
demine 600 square meters in one year, and one mine clearance team is funded from
voluntary contributions and is to demine 300 square meters, then the output Demining
of 600 square meters is included as an output in the RBB and Demining of 300 square
meters is included as an output in the project proposal for the donor; both outputs are
included in the annual workplan of the mine action component.
5. Do not confuse an output with an activity. For example, monitoring of court cases
is an activity conducted by a justice component, whereas the output is the result of this
court monitoring such as a published report (e.g., three reports generated through court
monitoring, to the Ministry of Justice and the judiciary, on compliance by the courts in
Darfur with rules of procedure and international standards (based on UNAMID 2011-12);
see Tool 6.7.).
24. Draft outputs to make them SMART i.e., outputs should be:
pecific, in terms of quantity, quality, time, location,
target groups etc.
easurable in terms of quantity, periodicity etc.
S
M
A
ttainable: the output can be attained within the period covered by the plan, which is
usually a one-year period (i.e., do not walk on water). For example, dont include
an output to deliver 20 training courses in one year when you are only likely to have
enough staff to deliver 10 courses.
ealistic/relevant: it must be within the mandate and capacity of the UN Field Mission
to deliver the output. For example, dont include an output on supporting the
government to develop a strategy on security sector reform if the UN Field Mission
has no mandate to do so.
ime-bound: only include outputs that can be achieved within the period covered by
the plan. See Dos number 15.
25. Create specific and measurable outputs by making reference to:
(a) Quantity (e.g., 5 workshops; 20 villages; 100 participants);
(b) Frequency (e.g., monthly meetings);
(c) UN partners involved in jointly implementing the output; and
(d) Recipients of the output (e.g., the Ministry of Justice; prison officers, villages, IDPs).
For example:
E.g., 10 training courses for 300 prison officers on basic prison duties, in collaboration
with UNODC and UNDP.
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Planning Toolkit
26. Note that for police patrols, specify the total number of person days, provide an
explanation in brackets of how the total figure was reached and specify the purpose
of the patrol. Also specify whether it is a pedestrian or vehicle patrol, due to the
difference in cost.
27. Note that for formed police unit (FPU) patrols, the total number of UN formed police
unit person days is reached by calculating: number of formed police personnel per
patrol number of patrols per platoon number of platoons per formed police unit x
number of formed police units 365 days.
E.g.,1 (FPUs): 236,520 UN formed police unit person days (8 formed police personnel per
patrol x 3 patrols per platoon 3 platoons per formed police unit x 9 formed police units
365 days) to provide crowd control support to the national police of Country X (generic).
See Tool 6.7.
28. Note that for police officer patrols, the total number of UN individual police officer
days is reached by calculating: number of individual officers per patrol number of
patrols per day number of locations patrolled 365 days.
E.g. (IPOs): 157,680 UN individual police officer days (2 individual police officers per patrol
4 patrols per day 54 commissariats 365 days) to patrol unstable areas and strategic
roads in Country X (generic).
29. If the output is advice, training courses, workshops or meetings, do state the topic to
make the output more specific.
30. Keep outputs short and succinct, for instance, by:
(a) Merging outputs with the same target audience or subject matter. For example,
several quick-impact projects with the same purpose can be merged as follows:
30quick-impact projects in the areas of rehabilitation of police stations, correctional
facilities, magistrate courts, immigration offices and border posts to strengthen the
rule of law infrastructure (UNMIL 2009/10).
(b). Removing superfluous verbs and nouns if they do not add anything in terms of
clarity or meaning.
e.g., 1.Technical advice, through weekly meetings, to.
e.g., 2. Implementation of 4 quick-impact projects to
e.g., 3. 6 capacity-development workshops for the Ministry of Justice on.
31. As required, include a verb to clarify the role of the UN Field Mission (e.g., chairing,
facilitating, hosting etc.). E.g., Chairing of weekly coordination meetings with the
UNCountry Team on rule of law
32. If a verb is needed for the sake of clarity, use a verb in the present tense
(e.g.,Conduct of; Provision of advice through
33. Use the term training course not course or trainings.
34. Use the term training programme where several training courses are provided that
make up a training programme.
35. Use the term workshop for a non-training event (e.g., a workshop with government
officials to provide feedback on a draft national plan for DDR).
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Tool 6
Why?
Bad
Good
It is not SMART.
It is not Specific (Who are these
interested parties?). If it is not clear
which specific parties will attend the
consultations, a general indication should
be given that is more specific than
interested parties.
It is not Measurable: it is not quantified
and there is no indication of frequency
(How many/how often should
consultation sessions be held? How
many parties are involved?). This makes
it impossible to measure the output
and determine whether it is Realistic,
Attainable and Time-bound.
Planning Toolkit
108
Tool 6
109
Planning Toolkit
For more guidance and practical tools on data collection and analysis methods, please refer to The United
Nations Rule of Law Indicators: Implementation Guide and Project Tools, DPKO and OHCHR, United
Nations, New York (2011).114
The United Nations Rule of Law Indicators: Implementation Guide and Project Tools, DPKO and OHCHR,
United Nations, New York (2011)
How-to Guide on Constructing DDR Indicators (DPKO, OROLSI, DDRS, 2010) (English version;
French version)
110
DR
DR
DR
DR
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
2. Legislative
framework is
aligned with
international
standards
1. Strengthened
policy framework
Expected
Accomplishment Indicators
Tool 6.6.1. List of examples of indicators to measure expected accomplishments relating to cross-cutting issues
Tool 6
111
112
DR
ES
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
DR
4. Improved
accountability,
integrity, and
transparency
of rule of law
and security
institutions
DR
Data
Source Comments
3. Effective
implementation
of the peace
agreement
Expected
Accomplishment Indicators
Planning Toolkit
AD
AD or FD
Data
Source Comments
5.1. Size of the police force, judiciary, prison service or armed forces
5.1.1. Number of rule of law and security institutions personnel per 1,000 population.
Example: Increase in the number of police and other law enforcement officers per
1,000 persons in CountryX (2010/11: 1 police and other law enforcement officers
per 1,000 persons; 2011/12: 1.6 police and other law enforcement officers per 1,000
persons; 2012/13: 2 police and other law enforcement officers per 1,000 persons).
5.1.2. Number of rule of law and security institutions personnel in Country X.
Example: Increase in the total number of police personnel in Country X in 2012/13
(2010/11: 10,000 police personnel; 2011/12: 12,000 persons; 2012/13: 13,000
persons).
5.1.3. Number of prisoners per number of prison officers.
Example: Decrease in the number of prisoners per prison officer (2010/11: 6.7
prisoners per prison officer; 2011/12: 6.2 prisoners per prison officer; 2012/13: 5.9
prisoners per prison officer).
5.1.4. Adoption by a government entity of standards on staffing levels for prisons.
Example: Acceptance by the Bureau of Corrections in 2011/12 of a standardized
staffing level based on good practice in other African countries, ranging from 1 staff
per 2 prisoners to 1 staff per 8 prisoners.
(A/64/647, UNMIL 2010-11)
5.1.5. Percentage of personnel in the national armed forces who are from former armed
forces and groups.
Example: Increase in the percentage of personnel in the national armed forces who
are from formed armed forces and groups (2010/11: 0 percent; 2011/12: 2 percent;
2012/13: 4 percent).
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
5. Improved human
capacity of rule of
law and security
sector institutions
to perform basic
duties
Expected
Accomplishment Indicators
Tool 6
113
114
Example: Increase in the percentage of judicial officers who are women in Country X
(2010/11: 1.3 percent; 2011/12: 1.7 percent; 2012/13: 2 percent).
Percentage of rule of law and security institutions personnel who are women.
5.4. Gender balance amongst rule of law and security institution personnel
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
5. Improved human
capacity of rule of
law and security
sector institutions
to perform basic
duties
Expected
Accomplishment Indicators
AD
DR
Data
Source Comments
Planning Toolkit
115
DR
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
DR
7. Strengthened
administrative
and management
capacity of rule of
law and security
sector institutions
FD
Data
Source Comments
6. Improved access
to the police and
to judicial services
Expected
Accomplishment Indicators
Tool 6
116
Example question: How would you rate the
administrative systems on which the prison service
relies to perform key management functions such as
the management of finances, assets, procurement
and human resources?
Rating: Average score of relevant experts on a fourpoint scale corresponding to the four response
categories: very good (4); good (3); poor (2); very
poor (1).
Note: A supplementary question is asked to identify
the main strengths and weaknesses of these systems.
This indicator covers UN Rule of Law Indicator No. 39,
86, 87 and 133.
Measurement: Field data gathered from a sample of
police files, court records, prosecution files, or prison
records to determine whether they contain complete
information as per the example indicators. For further
guidance on measurement see the UN Rule of Law
Indicators.
Indicator 7.4.1 is UN Rule of Law Indicator No. 37.
Indicator 7.4.2 is UN Rule of Law Indicator No. 91.
Indicator 7.4.3 is UN Rule of Law Indicator No. 92.
Indicator 7.4.4 is UN Rule of Law Indicator No. 134.
Measurement for indicator 7.4.4: field data should
be collected on the quality of the information in a
sample of prison files. The quality of the information
can be determined by examining whether a sample
of prison records contains information such as: (a)
information about the inmates identity and age;
(b) the nature of charge and the reasons for his/
her commitment and the authority therefore; (c)
information on whether the inmate is a pre-trial or
sentenced prisoner; (d) the day and hour of his/
her admission; (e) the release date for sentenced
prisoners and the next remand date for pre-trial
prisoners; (f) defence counsels name and contact;
(g) family and emergency contacts; (h) other data
particular to the mission setting. See also the UN
Standard Minimum Rules for the Treatment of
Prisoners, standard 7.
Measurement for indicator 7.4.5: Number of inmates
in prison who are not on the prison register, divided
by the total number of inmates who are in prison on
a given day.
ES
FD
Data
Source Comments
7.3. Administrative systems of the rule of law and security institution (quality)
Whether the rule of law and security institution has in place effective administrative systems
to support key management functions such as the management of finances, assets,
procurement and human resources.
Example: Increase in the percentage of surveyed experts who believe that the prisons
service has very good or good administrative systems on which it relies to perform
key management functions such as management of finances, assets, human resources and
procurement (2010/11: 20 percent; 2011/12: 28 percent: 2012/13: 32 percent).
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
7. Strengthened
administrative
and management
capacity of rule of
law and security
sector institutions
Expected
Accomplishment Indicators
Planning Toolkit
DR
DR
DR
DR
AD
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
1. Enhanced
performance of
police and other
law enforcement
entities
Expected
Accomplishments Indicators
Tool 6.6.2. List of examples of indicators to measure expected accomplishments relating to policing and law enforcement
Tool 6
117
118
ES, PS,
FD
ES
PS
ES
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
2. Strengthened
independence,
integrity and
accountability of
police and other
law enforcement
entities
1. Enhanced
performance of
police and other
law enforcement
entities
Expected
Accomplishments Indicators
Planning Toolkit
119
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
4. Improved human
capacity of police
and other law
enforcement
entities
AD
ES
AD
DR
Data
Source Comments
3. Improved material
capacity of police
and other law
enforcement
entities
2. Strengthened
independence,
integrity and
accountability of
police and other
law enforcement
entities
Expected
Accomplishments Indicators
Tool 6
120
AD
ES
AD
AD
Question: How would you rate the ability of the judicial system to hear
and conclude criminal cases without undue delays?
Rating: Average score of all relevant experts on a four-point scale
corresponding to the following four response categories: very good (4);
good (3); poor (2); very poor (1).
How to calculate: Number of experts who rated good or very good,
divided by the total number of experts who participated, multiplied by
100.
This is UN Rule of Law Indicator No. 52.
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
1. Improved
efficiency and
effectiveness
of the judicial
system
Expected
Accomplishments Indicators
Tool 6.6.3. List of examples of indicators to measure expected accomplishments relating to the judiciary
Planning Toolkit
ES
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
ES
3. Improved access
to justice
ES
Data
Source Comments
2. Improved public
confidence in the
judicial system
Expected
Accomplishments Indicators
Tool 6
121
122
DR
DR
ES
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
5. Strengthened
integrity and
independence of
the judiciary
4. Improved
transparency and
accountability of
the judiciary
Expected
Accomplishments Indicators
Planning Toolkit
ES
ES
7. Improved
capacity of the
judicial system
to deliver basic
justice
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
DR
6. Improved
treatment of
children by the
judicial system
ES
Question: To what extent do you agree that prosecutors have the means
and resources to record testimonies, store and maintain evidence, and
keep track of pending cases and hearing dates?
Rating: Average score of all relevant experts on a four-point scale
corresponding to the following four response categories: fully agree (4);
partly agree (3); disagree (2); strongly disagree (1).
Measurement: Number of experts who fully agree or partly agree,
divided by the total number of experts who participated, multiplied by 100.
A supplemental question could be asked to determine which aspects of
this capacity are particularly lacking.
This is UN Rule of Law Indicator No. 77.
Question: With respect to the courts across most of the country (not just
the capital), to what extent do you agree that courts have the material
resources they need to consult the law, record proceedings, schedule
cases, and store and maintain records?
Rating: Average score of all relevant experts on a four-point scale
corresponding to the following four response categories: fully agree (4);
partly agree (3); disagree (2); strongly disagree (1).
Measurement: Number of experts who fully agree or partly agree,
divided by the total number of experts who participated, multiplied by 100.
This is UN Rule of Law Indicator No. 75.
Question: To what extent do you agree that judges are protected from
arbitrary removal or punishment?
Rating: Average score of all relevant experts on a four-point scale
corresponding to the following four response categories: fully agree (4);
partly agree (3); disagree (2); strongly disagree (1).
Measurement: Number of experts who fully agree or partly agree,
divided by the total number of experts who participated, multiplied by 100.
This is UN Rule of Law Indicator No. 57.
Data
Source Comments
5. Strengthened
integrity and
independence of
the judiciary
Expected
Accomplishments Indicators
Tool 6
123
124
AD
ES
ES
Question: How would you rate the prisons supply of clean water and sanitation
installations?
Rating: Average score of all relevant experts on a four-point scale corresponding to the
following four response categories: very good (4); good (3); poor (2); very poor (1).
Measurement: Number of experts who rate good or very good, divided by the
total number of experts who participated, multiplied by 100.
Note that a smaller sample of prisons may be used if national data is not available on
all prisons (e.g., the sample could be restricted to all state-level prisons in which the
UN Field Mission is operating). Ideally, data from one year would be compared to data
from the same month of the previous year.
This is UN Rule of Law Indicator No. 99.
Question: To what extent do you agree that prisons generally provide prisoners with
food of sufficient nutritional value to remain healthy and strong?
Rating: Average score of all relevant experts on a four-point scale corresponding to the
following four response categories: fully agree (4); partly agree (3); disagree (2); strongly
disagree (1).
Measurement: Number of experts who fully agree or partly agree, divided by the
total number of experts who participated, multiplied by 100.
Suggested experts include Corrections Officers of the National Prison Service as well
as NGOs or UN entities providing food aid to prisons. Note that a smaller sample of
prisons may be used if national data is not available on all prisons (e.g., the sample
could be restricted to all state-level prisons in which the UN Field Mission is operating).
Ideally, data from one year would be compared to data from the same month of the
previous year.
This is UN Rule of Law Indicator No. 98.
Measurement: The number of individual prisoners who have escaped within a given
time period, divided by the prison population on a representative day during the same
period, multiplied by 1,000.
This is UN Rule of Law Indicator No. 93.
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
1. Enhanced
performance
of the prison
system
Expected
Accomplishments Indicators
Tool 6.6.4. List of examples of indicators to measure expected accomplishments relating to corrections
Planning Toolkit
125
AD
AD
AD
AD
AD
Measurement: The percentage of prisoners admitted to prison during a year who were
examined by a qualified medical professional at the time of their admission.
How to calculate: Number of prisoners who have been examined by a qualified medical
professional at the time of their admission to prison during a given time period, divided
by the total number of prisoners admitted to detention during the same time period,
multiplied by 100.
This is UN Rule of Law Indicator No. 103.
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
1. Enhanced
performance
of the prison
system
Expected
Accomplishments Indicators
Tool 6
126
AD
ES
AD
Question: How common is it for people to be held in prison without a valid judicial
order (or warrant), or beyond the expiration of such an order?
Rating: Average score of all relevant experts on a four-point scale corresponding to
the following four response categories: almost never (4); rarely (3); commonly (2); very
commonly (1).
This is UN Rule of Law Indicators No. 107.
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
3. Improved
capacity of the
prisons system
to perform basic
duties
2. Improved
integrity of the
prison system
Expected
Accomplishments Indicators
Planning Toolkit
AD
AD
ES
ES
Question: To what extent do you agree that prisons are managed in compliance with
human rights standards?
Rating: Average score of all relevant experts on a four-point scale corresponding to
the following four response categories: fully agree (4); agree (3); disagree (2); strongly
disagree (1).
The indicator can be rephrased to focus on specific aspects of prison management that
are particularly problematic from a human rights or childrens rights perspective.
This is UN Rule of Law Indicators No. 130.
Question: How adequate is the human rights training received by prison staff?
Rating: Average score of all relevant experts on a four-point scale corresponding to the
following four response categories: very good (4); good (3); poor (2); very poor (1).
Note: A supplementary question is asked to determine how such training should be
improved.
This is UN Rule of Law Indicators No. 126.
Measurement: Number of corrections officers who have received human rights training
in the twelve months, divided by the total number of corrections officers in the last
twelve months, multiplied by 100.
Indicator 3.3 provides less meaningful information for decision-making than indicator
3.4.
Measurement: Number of corrections officers who are primarily responsible for the
reintegration of offenders in the community during a given time period, divided by the
total number of corrections officers during the same period, multiplied by 100.
Probation and/or parole officers are corrections officers who are primarily responsible
for the reintegration of offenders in the community.
Data
Source Comments
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
3. Improved
capacity of the
prisons system
to perform basic
duties
Expected
Accomplishments Indicators
Tool 6
127
128
DR
DR
DR
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
1. National
commitment to
DDR
Expected
Accomplishment
Tool 6.6.5. List of examples of indicators to measure expected accomplishments relating to DDR
Planning Toolkit
AD
or FD
DR
FD
FD
For further information on this indicator and how best to collect data on it, see indicator
d.5 in the How-to Guide on Constructing DDR Indicators, (DPKO, OROLSI, DDRS,
2010).
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
2. Improved
stability and
security in the
country
Expected
Accomplishment
Tool 6
129
130
Question: Do you agree that the electoral process in your country is fair?
1= strongly disagree; 2= disagree; 3= agree; 4= fully agree
Measurement: Number of ex-combatants who agree or fully agree, divided by
the total number of ex-combatants who participated, multiplied by 100. This indicator
should be disaggregated by sex and age (adult/child).
For further information on this indicator and how best to collect data on it, see indicator
c.1 in the How-to Guide on Constructing DDR Indicators, (DPKO, OROLSI, DDRS,
2010).
Question: In your opinion, how well are ex-combatants reintegrated with your
community?
Rating: (4) very well socially reintegrated; (3) well socially reintegrated; (2) somewhat
socially reintegrated; (1) not socially reintegrated at all.
Question: To what extent are ex-combatants socially integrated into your community?
1= not at all; 2= not sufficiently; 3= well; 4= very well.
Measurement: Number of DDR communities where community leaders agree or fully
agree, divided by the total number of DDR communities who participated, multiplied
by 100.
Community leaders interviewed should include both women and men.
For further information on this indicator and how best to collect data on it, see indicator
b.1 in the How-to Guide on Constructing DDR Indicators, (DPKO, OROLSI, DDRS,
2010).
This indicator can be compiled from the records of implementing partners and should
be disaggregated by sex and age (adult/child).
Measurement: For a given year, the cumulative total number of ex-combatants that
entered an economic reintegration programme since the start of the DDR programme,
divided by the cumulative total number that completed it since the start of the DDR
programme, multiplied by 100.
For further information on this indicator and how best to collect data on it, see indicator
a.5 in the How-to Guide on Constructing DDR Indicators, (DPKO, OROLSI, DDRS,
2010).
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
PS
PS
PS
5. Successful
political
reintegration of
ex-combatants
FD
4. Successful social
reintegration of
ex-combatants
FD
Data
Source Comments
Indicators
3. Successful
economic
reintegration of
ex-combatants
Expected
Accomplishment
Planning Toolkit
FD or
AD
PS
FD
1.3. Perception of safety of local population from mines and explosive remnants of
war
Whether people in demined areas feel safe from the risk of mines and explosive
remnants of war.
Example: Increase in the percentage of survey respondents in the previously
mined northern provinces of Country X who agree or fully agree that they
are now safe from the risk of mines and explosive remnants of war in 2012/13
(2010/11: 15 percent; 2011/12: 25 percent; 2012/13: 55 percent).
FD or
AD
Question: Do you agree that you are now safe from the
risk of mines and explosive remnants of war in your local
area?
1= strongly disagree; 2= disagree; 3= agree; 4= fully agree.
Measurement: Number of experts who agree or fully
agree, divided by the total number of experts who
participated, multiplied by 100.
This indicator is particularly important to disaggregate by
gender and other relevant variables. Ideally, data from one
year would be compared to data from the same month of
the previous year.
Data
Source Comments
1.2. Safe return of internally displaced persons (IDPs) and refugees along routes of
return and final places of settlement
Number of deaths or injuries to IDPs and refugees due to landmines or explosive
remnants of war along return routes and in final places of settlement.
Example: No deaths or injuries to IDPs or refugees due to landmines or explosive
remnants of war along return routes and in final places of settlement in Country X
in 2011/12 (2009/10: 10 deaths or injuries; 2010/11: 3 deaths or injuries; 2011/12: 0
deaths or injuries).
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
Enhanced
protection of
civilians
1. Enhanced
security of local
populations, or
Expected
Accomplishment
Tool 6.6.6. List of examples of indicators to measure expected accomplishments relating to mine action
Tool 6
131
132
FD or
AD
FD or
AD
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
FD or
AD
3. Improved
socio-economic
conditions
for local
populations in
areas previously
contaminated
with landmines
and explosive
remnants of war,
or suspected
thereof
FD or AD
Data
Source Comments
Indicators
2. Enhanced
national capacity
to manage and
secure stockpiled
landmines,
weapons and
ammunition in
Country X
Expected
Accomplishment
Planning Toolkit
FD or
AD
FD
FD or AD
FD or
AD
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
3. Improved
socio-economic
conditions
for local
populations in
areas previously
contaminated
with landmines
and explosive
remnants of war,
or suspected
thereof
Expected
Accomplishment
Tool 6
133
134
DR
4.4. Adoption of a national plan protecting the rights of victims of landmines and
explosive remnants of war
Adoption by the Government of Country X of a national strategy protecting the
rights of victims of landmines and explosive remnants of war, in a given year.
Example: The Government of Country X adopts a national strategy to protect the
rights of victims of landmines and explosive remnants of war in 2012/13.
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
DR
4.3. Adoption or ratification of (revised) national laws protecting the rights of victims
of landmines and explosive remnants of war
Adoption by the government or ratification by the parliament of Country X of
national laws protecting the rights of victims of landmines and explosive remnants
of war in Country X in a given year.
Example: The Parliament of Country X ratifies a national law to protect the rights
of victims of landmines and explosive remnants of war in 2012/13, in accordance
with the Convention of the Rights of Persons with Disabilities.
AD
The policy
framework
of Country X
addresses the
needs of victims
of landmines
and explosive
remnants of war
AD
4. The legal
framework
of Country X
addresses the
needs of victims
of landmines
and explosive
remnants of war,
or
Data
Source Comments
Indicators
Expected
Accomplishment
Planning Toolkit
DR
DR
DR
DR
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
5. Enhanced
political
commitment
of Country
X to address
the threat of
landmines
and explosive
remnants of war
Expected
Accomplishment
Tool 6
135
136
DR
DR
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
DR
6. Improved
national capacity
to manage
the threat of
landmines
and explosive
remnants of
war (material
resources)
DR
Data
Source Comments
Indicators
5. Enhanced
political
commitment
of Country
X to address
the threat of
landmines
and explosive
remnants of war
Expected
Accomplishment
Planning Toolkit
DR
DR
DR
DR
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
6. Improved
national capacity
to manage
the threat of
landmines
and explosive
remnants of war
(administrative
and management
capacity)
Expected
Accomplishment
Tool 6
137
138
DR
DR
DR
DR
6.11. Quality of accreditation of mine action providers by the National Mine Action
Authority
The quality and efficiency of the accreditation process for mine action providers
by the National Mine Action Authority.
Example: Decrease in the amount of time required by the National Mine
Action Authority to accredit a mine action operator following an application for
accreditation (2010/11: 6 months; 2011/12: 5 months; 2012/13: 2 months).
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
6. Improved
national capacity
to manage
the threat of
landmines
and explosive
remnants of war
(administrative
and management
capacity)
Expected
Accomplishment
Planning Toolkit
DR
DR
DR
DR
6.15. Existence of the operational arm of the National Mine Action Authority (the
Mine Action Centre (MAC))
Establishment of a Mine Action Centre within a given year.
Example 1: Establishment of the Mine Action Centre of Country X by 31
December 2012.
Example 2: Management of the MAC is transferred from the UN Field Mission to
the National Mine Action Authority of Country X in 2012/13.
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
6. Improved
national capacity
to manage
the threat of
landmines
and explosive
remnants of war
(administrative
and management
capacity)
(operational
capacity)
Expected
Accomplishment
Tool 6
139
140
DR
AD
DR
AD
AD
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
6. Improved
national capacity
to manage
the threat of
landmines
and explosive
remnants of
war (operational
capacity)
Expected
Accomplishment
Planning Toolkit
FD
FD
FD
7.3. Safe airport, airstrips and helicopter landing sites for the UN
Number of airports, airstrips or helicopter landing sites in use in a given year, after
being verified as safe from landmines and explosive remnants of war.
Example: Increase in the number of UN airstrips in use in 2011/12, after being
verified as safe from landmines and explosive remnants of war (2009/10: 20
airstrips; 2010/11: 25 airstrips; 2011/12: 35 airstrips).
7.4. Safe team sites for UN personnel and non-UN humanitarian workers
Number of team sites in use in a given year, after being verified as safe from
landmines and explosive remnants of war.
Example: Increase in the number of UN team sites in use in 2011/12, after
being verified as safe from landmines and explosive remnants of war in 2011/12
(2009/10: 150 team sites; 2010/11: 159 team sites; 2011/12: 169 team sites).
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
FD
7. Enhanced
protection of UN
personnel and
assets or non-UN
humanitarian
personnel from
the threat of
landmines
and explosive
remnants of war
AD
6. Improved
national capacity
to manage
the threat of
landmines
and explosive
remnants of war
(operational
capacity)
Data maintained by the MAC.
Data
Source Comments
Indicators
Expected
Accomplishment
Tool 6
141
142
FD
FD
FD
FD
Data
Source Comments
Indicators
AD: Administrative Data; DR: Document Review; ES: Expert Survey; FD: Field Data; PS: Public Survey.
7. Enhanced
protection of UN
personnel and
assets or non-UN
humanitarian
personnel from
the threat of
landmines
and explosive
remnants of war
Expected
Accomplishment
Planning Toolkit
Tool 6
Examples of Outputs
Advice and workshops (non-training related)
1. Advice, through weekly meetings, to the Ministry
of Justice on compliance of Sudanese law with
international standards (generic example).
2. Advice on reform of the defence sector through
weekly participation in the Government of the
Democratic Republic of the Congo working
groups on reform of the defence sector
(MONUC 2008/9).
3. Advice to the Ministry of Justice on the
coordination of international aid and donor
community support to the justice sector
through quarterly meetings of the National
Rule of Law Coordination Mechanism
(MINURCAT, 2009/10).
4. Advice, through monthly meetings, to the
Ministry of Justice on the development of a
115 Many outputs obtained from RBB Frameworks have been
edited to make them more SMART.
Planning Toolkit
144
Tool 6
Mine Action117
37. Route survey of 3,000 km of roads in Province
X (generic example).
38. Conduct of 10 surveys and mine clearance
(if necessary) at planned humanitarian or
development project sites (generic example).
Corrections-specific
32. Establishment of a prison database for
handover to authorities of the Democratic
Republic of the Congo (MONUC 2008/9).116
33. Demobilization and disarmament of 10,000
out of a total caseload of 20,000 combatants
of armed forces and groups since the start of
the programme (generic).
34. Reinsertion assistance for 25,000 male and
300 female ex-combatants and 3,000 women
associated with armed forces and groups (out
of a total caseload of 50,000) (generic).
35. Organization of 20 meetings of the national
DDR Steering Committee to develop a
national strategy on DDR (generic).
36. Sensitization of all armed groups and the
public on disarmament, demobilization and
reintegration activities through 1 multi-media
campaign (based on MONUC 2009/10).
145
Tool 7
The Haitian National Police Reform Plan 2006-2011 is joint programme between
the UN and the national authorities, which suffered from lack of national
ownership. To remedy this situation, the development of the next plan for
2012-16 started off with a joint strategic assessment and planning process
involving both the UN and the national authorities during which the priorities
and objectives of the new plan were discussed and agreed upon.
Mr. Jaime Vigil, Senior Planning Officer, police component, MINUSTAH
147
Planning Toolkit
called a joint initiative with no signed, joint programme document between the UN partners. Example 3 is
somewhere in-between in terms of formality: it is a joint initiative with a Memorandum of Understanding
(MOU) signed between the UN Field Mission and the other UN partner.
Example 1. The West African Coast Initiative (WACI) is an example of a joint programme
between the Department of Peacekeeping Operations (DPKO), the United Nations Office on Drugs
and Crime (UNODC), the Department of Political Affairs (DPA) through its United Nations Office
for West Africa (UNOWA), and the International Criminal Police Organization (INTERPOL) with the
purpose of supporting the efforts of the Economic Community for West African States (ECOWAS)
to combat drug trafficking and organized crime in West Africa (Cte dIvoire, Guinea Bissau, Liberia
and Sierra Leone). A key component of the joint programme is the establishment of specialized
transnational crime units in host-states across the region.
UNOWA mobilizes political support at all levels and coordinates all UN assistance to ECOWAS.
DPKO, through the Police Division, provides technical expertise to develop national policing and
law enforcement capacities. UNODC provides technical and programme management expertise,
and INTERPOL oversees the strengthening of existing National Central Bureaus and, where
appropriate, provides specialized training and operational support to law enforcement.
WACI has the following joint characteristics: joint assessment; joint planning; a joint workplan and
related budget outlining a set of agreed outputs, activities, roles and responsibilities and timelines;
three-levels of joint committees (for strategic decision-making, for programme oversight and for
country-level operational and technical oversight respectively); joint monitoring and evaluation;
joint implementation of activities; co-location of staff; a joint communications strategy; and joint
resource mobilization. The joint programme document consists of a concept paper endorsed by
the heads of the four UN partners and INTERPOL.
Example 2. The UNAMID joint initiative on prison officer training and rehabilitation of prison
infrastructure (2010) in Darfur, Sudan, is a joint initiative between the Missions corrections
component and UNDPs rule of law component to provide training to Sudanese prison officers on
basic prison duties, rehabilitate prison infrastructure, and provide equipment. UNAMID Corrections
Officers provide substantive expertise in the design of the training curriculum and deliver the
training sessions. The UN Field Mission also provides transportation for training participants on
Mission flights and prison engineering expertise for infrastructure designs as well as draws up bills
of quantities, prepares bid documents and supervises the work being done by contractors. UNDP
pays for the training venue, training materials, daily subsistence allowance for the participants and
provides programme management expertise so that the joint initiative is well-managed. UNDP
also pays for equipment supplied and the cost of construction and rehabilitation works.
All aspects of the joint initiative are kept separate (personnel, reporting lines, office space and other
assets, workplans, funds, reporting formats etc.) with the exception of the following aspects which
are carried out jointly by UNAMID and UNDP, namely, assessment of training needs; identification
of which prison infrastructure to rehabilitate and which equipment to purchase; planning to identify
a common set of objectives, expected accomplishments and outputs/activities; an agreed division
of labour and timelines for implementation; and monitoring of programme implementation. There
is no joint programme document.
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Example 3. The joint prison reform initiative between the UNMISS Corrections Advisory
Section, the United Nations Office on Drugs and Crime (UNODC) and the International Centre for
Criminal Law Reform and Criminal Justice Policy (ICCLR) was established in Southern Sudan (now
South Sudan) in 2007 and aims to strengthen the institutional capacity of the South Sudan Prisons
Service.
UNODC, ICCLR and UNMISS Corrections Advisers provide combined technical expertise on a wide
variety of issues,including management and specialist training, prisoner records management,
treatment of vulnerable groups among the prison population, development of linkages in the
criminal justice system, the establishment of a probation and aftercare unit, the development of
a Prison Service Training Academy, improving health and hygiene, as well as strengthening legal,
regulatory and policy frameworks. More specifically, UNMISS also provides trainers for courses for
the South Sudan Prisons Service such as on leadershipor prison agriculture and are responsible
for day-to-day mentoring and advisory services. UNODC provides donor funding for specific
activities.
The joint initiative has the following joint characteristics: joint needs assessments; agreed objectives,
outputs and activities; agreed roles and responsibilities, at the start of each project phase; regular
project planning meetings; the provision of coordinated technical expertise; combining financial,
human and other resources from different UN partners to implement specific activities (i.e., donor
funds are channelled through the UNODC project, technical expertise from three entities is
combined, and there is use of Mission assets and services); co-location of UNODC project staff
with UNMISS Corrections Advisers.
This initiative differs from a joint programme in that UNODC and UNMISS have never formally
concluded a joint programme document with a common workplan and related budget. Instead,
UNODC has a formal, signed project document with the Government of Southern Sudan
(now Government of South Sudan) in which the UN Field Mission and ICCLR are included as
implementing partners. The logistics arrangements between UNMISS and UNODC are laid out
in a signed MOU enabling UNODC to use the Missions office space and related equipment
and facilities, assets (vehicles and aircraft) and security services. UNODC and UNMISS maintain
separate workplans. UNODC operations rely on voluntary contributions whereas UNMISS uses
assessed contributions; funds are therefore kept separate since these two types of financial
contributions cannot be merged.
Joint planning brings understanding among the agencies, defines roles based on
mandates, avoids conflict, utilizes resources based on comparative advantages and
promotes credibility of the UN as a family in the eyes of the nationals.
Mr. Aggrey Nyapola, Project Coordinator, UNODC
What is the added-value of a joint programme or joint initiative?
A joint programme or joint initiative is meant to ensure a more efficient and effective use of resources
by reducing duplication of effort and by basing the division of labour on each partners comparative
advantage. In addition, a joint programme or joint initiative is a way for a UN Field Mission to harness
critical capacities and expertise available through other partners. In the longer-term, this is expected to
improve the impact of the UN in the host country.
A joint programme or joint initiative based on each UN partners comparative advantage is often more
credible in the eyes of national authorities and other beneficiaries.
Similarly, joint programmes and joint initiatives can be attractive to donors who are looking for multisectoral responses to particular problems and who want the UN and its partners to work together in a
coordinated and coherent manner.
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Other benefits identified in a UN survey on joint programming between UN agencies, funds and
programmes and Secretariat entities119 conducted in 2010 include improved information-sharing,
understanding of each others working cultures, consensus amongst UN actors and with government
partners on priority interventions as well as better overall coordination in specific sectors.
What are some of the barriers to developing a joint programme or joint initiative?
Barriers to effective joint programming between the UN Field Mission and other UN partners include: (i)
distinct administrative and support arrangements (e.g., differences in contractual arrangements, conditions
of service for staff working in the same team depending on the type of contract, overhead costs on voluntary
contributions, e-mail systems etc.); (ii) different planning approaches, and methodologies and budget
cycles; (iii) different reporting requirements, data collection and analysis tools, and reporting formats; and
(iv) lack of flexibility to reallocate existing resources to new joint programmes or joint initiatives. These
structural barriers mean that the success of a joint programme or joint initiative often relies on the quality
of the relationship between key personalities in the UN Field Mission and other UN entity on the ground.
Differences in mandates and priorities can also create tensions in joint programmes or joint initiatives.
Checklists A, B and C flag these barriers and, when possible, suggest practical ways to mitigate or
overcome these challenges.
As they say, failing to plan is planning to fail. We work with our Haitian partners on
crisis management issues in prisons and encourage them to plan a response for all
eventualities.
Mr. Chems Eddine Diagne, corrections component in MINUSTAH
Other useful resources on joint programmes and joint initiatives:
Peacekeeping resources
ISG Discussion Paper on Joint Programming between UN Agencies, Funds and Programmes and
Secretariat Entities, UN Integration Steering Group (8 July 2010)
Supporting Programmes with Extra-budgetary Resources: Options for UN Peace Operations,
Peacekeeping Practice Note (January 2009)
Development resources
UN Development Group website on joint programmes between UN agencies, funds and programmes,
which includes information on mechanisms to manage funds (parallel, pooled and pass-through
mechanisms), and on Multi-donor Trust Funds.
For joint initiatives between UN agencies, funds and programmes, see the upcoming Guidance
note on transferring contributions from one UN Agency to another for the purposes of programmatic
activities (Draft 4 November 2011), UNDG Fiduciary Management Oversight Group, available from the
UN Development Operations Coordination Office (DOCO) of the UN Development Group (UNDG).
119 ISG Discussion Paper on Joint Programming between UN Agencies, Funds and Programmes and Secretariat Entities, UN
Integration Steering Group (8 July 2010).
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Dont pretend that peacekeeping and UNDP are the same. They have different time
horizons and different goals. Planning together helped us understand each other's
organizational cultures and mandates so we could work better together.
Mr. Murray McCullough, former head of the SSR component in UNMIT
Planning Toolkit
14. Are there areas of overlap between the areas of work of the UN Field Mission and other UN entities
(e.g., in terms of where they work in the country, or the area of expertise)?
15. Do the UN Field Mission and UN entity have a good relationship with the national authorities in this
sector?
Capacities to act
16. What expertise does the UN entity have on the ground? Are experts providing assistance at the
national, state or country levels?
17. Would the UN entity generate additional expertise needed for joint programmes/initiatives through
reliance on existing staff, UN Volunteers, external consultants, seconded personnel, sub-contractors,
or experts from pre-cleared rosters? Would the UN entity generate the additional expertise through
entering into a partnership with a non-UN entity? Do these mechanisms enable the UN entity to
generate/recruit the right type and number of personnel, within the required timeframe?
18. What are the capacities of the national authorities in the sector? What are their needs in terms of
material capacity (e.g., infrastructure, equipment), human capacity (e.g., training) and administrative
and management capacity (e.g., record-keeping systems).
19. What is the capacity of the national authorities to absorb assistance offered, and participate in a joint
programme/initiative?
Where do potential partners operate?
20. Which organizations are working where (at the national/state/country level, in urban/rural areas)
and on what issues (i.e., UN, government, civil society including NGOs and womens organizations,
international organizations (World Bank etc.), bilaterals, multilaterals, regional organizations etc.)?
How do potential partners operate?
Planning and Management
21. To what extent is the UN entity able to modify existing programmes and plans to accommodate a
new joint programme or joint initiative?
22. Who would need to approve the joint programme/initiative (in the UN entity and national authorities)?
How long will this take?
23. When implementing a joint programme/initiative, which key decisions can the UN entity take
in-country and which have to be referred to its Headquarters? How will this affect timelines?
Administration, finance and logistics
24. How is the UN entity funded (through assessed and/or voluntary contributions)? Does the UN entity
have access to funding that is unavailable to the UN Field Mission (e.g., stand-by funds like the
Peacebuilding Fund)?
25. How does the UN entity channel funds to joint programmes/initiatives?
26. How long will it take the UN entity to mobilize staff, equipment and funds for the joint programme or
joint initiative? What is its track record in this regard?
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1. Do be open to taking advice from those who were there before you: many UN
partners were present in the country before the UN Field Mission arrived and will have
in-depth knowledge of the local context, and strong networks of contacts.
2. Do discuss any fears that UN partners may have as a result of the arrival of the
UN Field Mission such as jeopardising relationships with the national authorities
on sensitive issues, losing competent national and international staff to the
UN Field Mission or competition over donor funding.
3. Do discuss how differences between the UN Field Mission and UN partner may affect
a joint programme or joint initiative (e.g., differences in terms of mandates, priorities,
planning approaches, organizational culture and values etc.).
4. Do meet the national authorities together with other UN entities when discussing joint
programme/initiatives.
5. Do exchange workplans with potential UN partners and the national authorities, as well
as other relevant information on each others priorities and activities.
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Yes
(tick)
4.
There is adequate capacity to implement
Is it realistic and achievable to implement the joint programme/initiative within the proposed timeframe? Has the
lead time required to generate/recruit personnel, set up logistics and IT infrastructure, procure equipment and
services, raise new funds and disburse funds been taken into account?
Do the national authorities and main beneficiaries have the capacity to absorb the assistance offered through
the joint programme/initiative?
Is the funding for the joint programme/initiative already secured and have donor restrictions, if any, been taken into
account?
Checklist C. How to design a joint programme or joint initiative between a UN Field Mission, other
UN entity and national partner(s)
A joint programme or joint initiative works best when the following elements are taken into account
during its design:
Yes
(tick)
Assessment and planning processes
1.
Planning is based on a joint or coordinated assessment that involves all project partners and produces a
shared understanding of the nature of the problem and how to address it.
2.
Planning is conducted either jointly or in a coordinated manner from the start and involves all project
partners.
3.
Other activities in the same field are mapped, identifying potential overlap and gaps to be addressed during
the design of the joint programme/initiative. The timing of related activities is taken into account.
4.
During the design of the joint programme/initiative, adequate time is taken to consult amongst partners and
with national stakeholders, including the main beneficiaries.
5. The necessary approvals are obtained for the development of a joint programme/initiative (e.g., from the
national authorities, the Headquarters and country-level management of the UN Field Mission and UN entity,
any UN inter-agency coordination group etc.).
Alignment with higher-level guidance and priorities
6.
The joint programme/initiative is aligned with national priorities. These national priorities are legitimate in
the eyes of the regional- and country-level authorities or in the eyes of the population at large, and reflect the
priorities of all segments of society affected by the joint programme/initiative, including women and children.
7.
The joint programme/initiative is aligned with the peace consolidation priorities of the UN (e.g., as reflected
in the UN Integrated Strategic Framework).
8.
The joint programme/initiative is in line with any relevant global partnership agreement or country-specific
agreement (e.g., MOUs).
9.
The joint programme/initiative complies with any relevant international standards or UN guidance (e.g., the
International Mine Action Standards (IMAS), the Integrated Disarmament, Demobilization and Reintegration
Standards (IDDRS))
Substantive content
10.
There is an agreed set of objectives, expected accomplishments and related indicators as well as outputs
and activities, with clear roles and responsibilities and timelines for implementation of the outputs.
11.
The objectives, expected accomplishments and related indicators in the joint programme/initiative are aligned
with those in higher-level UN plans (e.g., Integrated Strategic Framework, UN Development Assistance
Framework, UN Field Missions Results-based Budget Framework).
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Yes
(tick)
12.
Lessons learned and findings from past evaluations are incorporated into the design of the joint programme/
initiative.
13. Relevant linkages are made to the activities of other UN entities, including to the activities of other components
of the UN Field Mission (e.g., police, justice, corrections, DDR, SSR, mine action).
14.
The design of the joint programme/initiative takes into account UN programming principles and cross-cutting
issues: a human rights-based approach (HRBA), gender equality, environmental sustainability, results-based
management, capacity development and other relevant considerations such as the needs of vulnerable groups
and HIV/AIDS.
15.
The joint programme/initiative meets the principle of do no harm* (e.g., it does not inadvertently create
societal divisions and worsen corruption and abuse).
16.
The joint programme/initiative has an exit strategy and is sustainable. In other words, there is a plan
describing how the benefits generated by the joint programme/initiative will be sustained after the completion
of the project (e.g., a plan for maintaining a training programme developed for the national authorities or to
maintain equipment purchased for the national police).
17.
18.
Risks, likely impacts of those risks and risk management measures are identified for the joint programme/
initiative. These risks can be external risks relating to the political, economic or security situation in the country
or difficulties in securing new funding, or internal risks for the UN such as delays in recruitment, procurement
and disbursement of funds.
Division of labour
19.
Roles and responsibilities are based on the comparative advantages of the UN Field Mission and UNCT, and
an appreciation of the strengths and weaknesses of each partner.
20.
There is agreement on the respective contributions (expertise, staff, money, logistical support, office
space, programme management functions etc.) to be provided by each partner and agreement on when each
contribution will be provided.
Management
21.
Adequate resources are dedicated to managing the joint programme/initiative: each partner has the
required staff and skills to manage its part of the joint programme/initiative. When possible, dedicated, fulltime programme managers are assigned to the joint programme/initiative.
22.
Programme management roles are clear, particularly when part-time focal points are used (e.g., these roles
are written into the terms of reference for the focal points, in their job descriptions and/or individual workplans).
23.
There is clarity on the reporting lines for programme personnel, particularly for staff who will be managed by
a supervisor from another UN entity. Note that a UN staff member can report substantively to a supervisor from
another UN entity, but administratively they remain the responsibility of their parent organization (in terms of
performance appraisal, contract renewal, disciplinary action etc.).
24.
There is agreement on how management decisions will be taken on the joint programme/initiative
(e.g., through a government-led steering committee, an inter-agency coordination body, a formal project
management board). Where a steering committee exists for the project, the roles and responsibilities of each
partner on this committee need to be clearly spelt out.
25.
There is agreement that decisions on the allocation of funds to project activities will be taken either jointly
or in a consultative manner involving all partners. This is particularly relevant where the UN Field Mission is
providing only an in-kind contribution.
26.
There is agreement on how to modify the joint programme/initiative, and when and how to end it,
particularly if essential funding is not secured.
* For a full list of principles applicable to post-conflict settings, see the 10 Fragile States Principles.
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Yes
(tick)
Monitoring and evaluation
27.
Monitoring and evaluation arrangements are clear to all, including the timing of such activities and the
respective responsibilities. This includes clarity on when planning assumptions and risks and related risk
management measures will be reviewed.
28.
Monitoring and evaluation is done jointly or in a coordinated manner. For example, joint or coordinated
data collection and analysis can reduce costs in terms of staff time and transportation costs.
There is agreement on how programming information will be shared internally amongst partners. This
includes information on funding for the joint programme/initiative where funds are kept separately.
30.
There is agreement on how information on the joint programme/initiative will be shared externally
(e.g.,through a communication plan).
31.
There is agreement on how to report progress on the joint programme/initiative (to internal management, to
donors etc.). Whenever possible, the same reporting formats are used by all partners. There should be clarity
on what to report on, the formats to use and the deadlines to meet.
32.
There is agreement on how to provide visibility to each partner and donors, no matter how small the
contribution.
A resource mobilization strategy is in place to raise any new funds required. The roles of each partner
in resource mobilization are clearly spelt out, including how and when it will be done. The implications of not
securing new funds required are discussed, particularly with national stakeholders.
35.
Budget officers/experts are consulted to decide how best to manage all funds for the joint programme/
initiative. The decision is aimed at achieving the most effective, efficient and timely implementation, and
reducing transaction costs for national partners, donors and the UN.
36.
If the joint programme/initiative expects to receive voluntary funding, the UN Field Missions component
understands the implications of channelling the money through a particular trust fund,* particularly, in terms
of overhead costs, administrative responsibilities and reporting obligations as well as in terms of who retains
programmatic and financial accountability to the donors.
37.
Donor conditions and restrictions are factored into the design and management of the joint programme/
initiative and its funds.
38.
If the joint programme/initiative involves sharing of assets, provision of services or may incur liability for any
parties, the need for a formal, signed agreement such as an MOU or signed project document is considered.
The UN Field Missions legal office and mission support component are consulted for guidance in this regard.
39.
Assets and services are shared to reduce costs whenever possible (e.g., office space, communications
equipment, IT, transportation etc.). An MOU is needed to share Mission assets and services with a UN agency,
fund or programme. No MOU is needed for sharing of Mission assets and services with another part of the
UNSecretariat (e.g., OCHA, OHCHR).
40.
There is a clear plan for how personnel, assets and other resources will be managed on completion of the
joint programme/initiative. If the UN Field Mission wishes to transfer Mission assets to the national government
or a UN agency, fund or programme on completion of the joint programme/initiative, this must be done in
accordance with UN Financial Rules and Regulations 10522.
* Examples of trust funds include peacekeeping-related trust funds, the Headquarters-based Voluntary Trust Fund for
Assistance in Mine Action (only for mine action activities) and Multi-donor Trust Funds (with UNDP acting as an Administrative
Agent designated by the Participating UN Organizations).
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