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United Nations Security and Stabilization Support Strategy for Eastern DRC

United Nations Security and Stabilization Support Strategy for Eastern DRC. Measuring Impact New York, 7 May 2009. STABILISATION STRATEGY. A comprehensive, convergent and multi-sectoral approach in critical areas affected by armed conflict.

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United Nations Security and Stabilization Support Strategy for Eastern DRC

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  1. United NationsSecurity and Stabilization Support Strategy for Eastern DRC Measuring ImpactNew York, 7 May 2009

  2. STABILISATION STRATEGY A comprehensive, convergent and multi-sectoral approach in critical areas affected by armed conflict The majority of at-risk populations including refugees, IDPs and ex-combatants return and community-based reintegration and recovery begins Momentum in implementation of peace agreements / political processes sustained, while influence of spoilers mitigated Political Restoration of State Authority Return, Reintegration Recovery The basic elements of state authority: police, judiciary and correction personnel, civil administrators and border police are in place and effective Security National security capacities strengthened and armed groups weakened and disbanded through political and military actions

  3. Security and Political Efforts Integration/ /Disengagement GoDRC assumes responsibility for security DDR/DDRRR Garrisoning 3 3 2 2 1 1 Restoration & Strengthening of State Authority(Police, justice, local administration) Return, Reintegration and Early Recovery Reconciliation and peace building Return & Reintegration of refugees and IDPs Economic and social Recovery BASIC SEQUENCE OF INTERVENTIONS MONUC begins withdrawal Armed groups disbanded PNC deployed, FARDC garrisoned

  4. Priority Axes Targeted: • Sake-Masisi • Rutshuru-Ishasha • Bukavu-Hombo • Bunia-Boga • Bukavu-Shabunda • Fizi-Minembwe 4 Boga LUBERO ISHASHA KANYABAYONGA 2 RUTSHURU 1 MASISI Sake GOMA Hombo 3 5 . UVIRA Minembwe 6 Red lines are projected roads Green lines are roads under construction Hotspots are illegal armed groups Grey arrows are FDLR corridors FIZI-BARAKA

  5. Measuring Progress and Effectiveness • Rationale: • Measuring impact (what difference are we making?) • Measuring effectiveness and efficiency (individually & collectively) • Adjusting and improving our approach • Enable transitions between operational phases • Two mechanisms:1) Regular progress updates (monthly ‘scorecard’) • 2) Results-based monitoring & evaluation framework

  6. UNSSSS Monthly Scorecard The Monthly Scorecard provides an update on progress achieved in implementing activities and developments within each of the components and sub-components of the UNSSSS. The Scorecard is primarily a strategic management tool designed to keep senior management abreast of developments, and to enable taking of appropriate decisions as necessary.

  7. UNSSSS Results-based M & E Objectives: Assess performance (efficiency, effectiveness) and impact to ascertain progress in achieving objectives and enable course adjustment. Multi-tier system: Assessment of overall impact on environment UNSSSS Strategic Framework Assessment of contribution towards achieving main objective Security Component Political Component RSA Component RRR Component Contribution to specific outputs Projects Projects Projects Projects Projects Projects Projects

  8. UNSSSS Results-based M & E M&E Activities: Real-time monitoring and reporting, as well as periodic evaluations, at different levels. Strategic outcomes & overall impact UNSSSS Strategic Framework Component outcomes and benchmarks Security Component Political Component RSA Component RRR Component Project outputs & results Projects Projects Projects Projects Projects Projects Projects

  9. UNSSSS Results-based M & E • Key features: • Multi-level and context-based indicators • Baselines • M&E strategy, framework and workplans • Data collection, information management and analysis processes • Integrated approach and coordination (national/international) • Core capacity to administer M&E system

  10. Challenges • Volatile operating environment and non-linear trajectory from conflict to peace • Planning assumptions & time-frames often do not hold • Constant necessity to adapt strategy, revise targets, and re-prioritise activities • Multiplicity of actors, projects and internal management / monitoring systems • Different interpretations of what constitutes effectiveness and ‘success’, and how we define and measure ‘impact’ • Limited institutional capacities

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