2.5. Preparing to operationalize
The previous sections covered the steps for preparing a results map and the specific results framework that would be included in a UNDP-supported programme or project document. To realize the results envisaged in the framework, it has to be communicated, implemented, monitored and evaluated. In the absence of effective monitoring and evaluation, it will not be possible for UNDP, its stakeholders and partners to know whether the intended results are being achieved or if they should take corrective action to support the delivery of the intended results. Monitoring and evaluation are essential for effective programme and project implementation and to support UNDP accountability and learning. Chapter 3 covers the important steps in planning to monitor and evaluate. This section briefly examines arrangements for operationalizing the results framework.
At the end of the planning process, the stakeholders should devote time to strategizing how the framework will be implemented and how the goals and objectives will be reinforced. A results framework that is operationalized is:
Communication and Partnership Building
In the last planning meeting, stakeholders should reflect on what methods will be used to communicate the major objectives contained in the framework. The purpose is to increase awareness of the programme and generate support for it.
Either an individual or a sub-team should be tasked with developing the communication plan. For large programmes it could be useful to engage a communications firm to provide support. Box 16 and 17 include ideas for communication plans and an example of how one organization is executing its plan.
Box 16. Suggestions for communications plans
It is frequently helpful to discuss in the last planning meeting how to build partnerships and teams to carry the work forward. For example, within development agencies (government, international and other) there is a tendency for staff to see programmatic work as the purview of the programme team. Operations staff sometimes do not feel ownership of the plan and are only involved in processing administrative transactions. This can rob the team of the broader energies, ideas and support it may need to move forward efficiently. Spending time to brainstorm creative ways of engaging both internal and external partners can therefore be quite useful.
Box 17. Sharing the vision
In one large U.S. hospital, every notice board carries key elements of the values, mission and objectives of the hospital. Additionally, different units have large boards displaying the performance indicators relevant to the unit and achievements of the unit in relation to those indicators. The hospital has consistently received some of the highest scores in client satisfaction and boasts some of the lowest error rates in patient treatment. It proudly displays its numerous awards and citations beside its mission statement and performance indicators.