Results-Oriented Programming in the Field of SSG/R

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.