Results-Oriented Programming in the Field of SSG/R

An objective is at the highest level of the results chain. It is the intended end result, which the programme aims to support the beneficiary/host country in achieving over several years in line with the mandate and OSCE commitments. As such, objectives should reflect results that contribute to a “change in condition for the beneficiaries and their wider environment.” These results are outside the OSCE’s control, as the OSCE can only seek to contribute to the achievement of objectives, alongside other national and international actors who also contribute to the same nationally owned long-term results. For that reason, the OSCE formulates objectives at the programme level in terms, such as to advise, to assist or to support host country authorities. While the OSCE does not have full control over the achievement of the objective, it does have some level of influence.

Outcome is a mid-term result generated by outputs. Although the achievement of outcomes may be affected by outside factors and not within the direct control of the OSCE, they should be within the reasonable influence of the OSCE. Outcomes often reflect behavioural or institutional change. The level at which to place an outcome is contextual and depends on the cause-and-effect relationship of the different programme elements (i.e., the activity, output, outcome, and objective). The same programmatic result may be thus an outcome in one context but an output in another context.

Outputs are specific products or services resulting from one or several OSCE activities. They are direct results of a combination of these activities, leading to immediate changes in knowledge, skills, awareness or processes.

Activities are not results in themselves. Activities are required to transform inputs (time, resources) into outputs (i.e., products and services).

An important tool to map national priorities in the field of SSG/R is the needs assessment process. Without a comprehensive needs assessment, it is impossible to understand and target the needs of the security sector and to ensure a sustainable long-term approach to SSG/R assistance. For further information, see section 3.1 in Chapter 5 of the Guidelines.

In line with the mandates of executive structures and national priorities, OSCE interventions should be designed in a way that they achieve different levels of results, which ultimately contribute to long-term sustainable change. The results chain of the intervention should be developed in accordance with the theory of change established by the executive structure and, when relevant, any theories of change defined for the UB programme. For further information, see section 3.2 in Chapter 5 of the Guidelines.

OSCE uses the PBPB approach to plan, develop and manage its UB Programmes. UB Proposal organizes the work of OSCE Executive Structures into a number of UB Programmes that describe achieving short-term results (outputs), contributing to mid-term (outcomes) and long-term results (objectives). UB and EXB projects contribute to the achievement of the objectives of a UB Programme and, ultimately, to the political commitments of the Organization. For further information, see section 3.3 in Chapter 5 of the Guidelines.

Ideally, all international actors engaged in SSG/R work in a country should work in concert towards achieving the same mid- to long-term results, in line with national priorities. For further information, see section 3.4 in Chapter 5 of the Guidelines.

OSCE support will be more comprehensive and results-oriented when OSCE actors collaborate across all three dimensions of security. Cross-dimensional collaboration facilitates a move away from fragmented support (which may have limited results) towards the achievement of long-term results, which can be coherently supported from different dimensional perspectives. All OSCE Executive Structures should ensure that strategic objectives are identified in all three dimensions of security in order to provide support that achieves the greatest impact. Cross-dimensional needs assessments are useful tools to ensure that needs can be identified and addressed in all three OSCE dimensions.For further information, see section 3.5 in Chapter 5 of the Guidelines.

Change is closely related to sustainability; if reform efforts are not sustained over a time, the results achieved will be lost and little change will be made. Sustainability can only be ensured if national actors have the willingness and capacity to keep up reform efforts. For further information, see section 3.6 in Chapter 5 of the Guidelines.

While the OSCE should strive to ensure its support has a long-term impact and is sustainable, it may at times be necessary to invest in quick-impact initiatives that build confidence or prepare the ground for longer-term engagement. Such engagements are generally small scale, of immediate benefit to the population or key stakeholders and meet a targeted need. For further information, see section 3.7 in Chapter 5 of the Guidelines.

Effective M&E is essential to ensure that progress is regularly recorded and on track, risks are assessed and mitigated, the project is adjusted if needed and its contribution to achieving long-term results can be evaluated. To ensure that M&E supports the OSCE’s contribution to long-term results, it must go beyond the level of outputs and focus on outcomes. For further guidance for planning M&E and mitigating some key challenges, see section 3.8 in Chapter 5 of the Guidelines.

In supporting results-oriented approaches to SSG/R, potential challenges include: lack of political support for impact-oriented reforms, balancing national ownership with results-oriented approaches, dealing with context-specific change, dealing with unforeseen challenges, capacity of the beneficiary to deliver reforms. For further guidance for addressing these challenges, see section 3.9 in Chapter 5 of the Guidelines.

The OSCE often develops and publishes knowledge products, such as guidelines and handbooks, which may be used to raise awareness or to support national actors in implementing reform efforts. The OSCE also supports the conduct of targeted mapping exercises and the development of assessments and monitoring reports for specific countries, when requested. For further guidance for increasing the impact of knowledge products, see section 4.1 in Chapter 5 of the Guidelines.

The OSCE often supports workshops, seminars, conferences and study visits to raise awareness of OSCE commitments, as well as other international norms and good practices relevant to the security sector. For further guidance for increasing the impact of promoting norms and good practices, see section 4.2 in Chapter 5 of the Guidelines.

The OSCE may be requested to review the law-making process in a participating State, to comment on a particular law related to the security sector or to support the subsequent implementation of laws. The OSCE’s recommendations assist participating States in ensuring their laws comply with OSCE commitments and other international standards. Such recommendations are often provided by OSCE field operations or by ODIHR, often jointly with the Council of Europe’s European Commission for Democracy through Law (Venice Commission). For further guidance for increasing the impact of advice for legislative reform processes, see section 4.3 in Chapter 5 of the Guidelines.

Providing policy advice to a participating State is an effective way to support its reform efforts. Policy advice can take many forms, including advice on the possible options for reform, on the review of national plans or on strategy development. For further guidance for increasing the impact of policy advice, see section 4.4 in Chapter 5 of the Guidelines.

Strengthening national capacities is crucial in supporting long-term and sustainable reform led by national actors. Capacity-building may include the development of individual skills – for example, through training – or support to broader institution building, such as the establishment of structures and processes. For further guidance for increasing the impact of capacity-building, see section 4.5 in Chapter 5 of the Guidelines.