Performance Management in WFP: Towards successful implementation of the Strategic Plan (2014 2017) 09 September 2014
1. To best serve its beneficiaries, meet the Zero Hunger Challenge and end hunger in our lifetimes, WFP must optimize performance and organizational effectiveness, and must have a reliable and comprehensive performance management system. WFP s focus is on its beneficiaries: its mission is realized through its programmes in the field in partnership with stakeholders, and its results contribute to achieving food security and eradicating hunger. 2. WFP s country offices are at its core, with engaged and capable people working with partners and through carefully designed country strategic plans to fulfil its mission. Its bottom line for performance is the changes it brings to the lives of people who suffer from hunger and food insecurity. 3. Performance at WFP is measured through strategic and management results frameworks. Impact-level indicators are being sought that would demonstrate the contributions it makes to reducing food insecurity and undernutrition, in line with national and regional priorities, and global initiatives such as the Secretary-General s Zero Hunger Challenge, the Hyogo Framework for Action and the post-2015 development agenda. 4. Performance management will address the full sequence of activities from planning, through designing and implementing activities that deliver the desired results, to monitoring and evaluating those results. Especially in challenging operational environments it is crucial to support managerial autonomy and flexibility for developing solutions that improve performance at all levels of WFP. At the same time, it is important to link that flexibility with appropriate standardized performance parameters at all levels and to use performance information for better decision-making. People at all organizational levels have a part to play in making WFP high-performing and sufficiently funded. 5. WFP will continue to promote a performance culture through a logical and cohesive performance management system backed by rigorous accountability that demonstrate results. WFP s organizational structures, processes and systems, decision-making mechanisms and leadership will continue to evolve with changing needs. 6. WFP s performance management system includes continuous monitoring that generates evidence for decision-making and accountability; and recognizes the contribution of evaluation to increasing accountability and learning through independent verification of WFP s performance, along with evidence to support decision-making on strategy and operations. 2
7. The Wheel for Performance illustrates the inter-dependent levels of performance management: corporate for demonstrating WFP s contribution to global commitments; country portfolio for demonstrating WFP s contribution at country and global levels; programme for designing, implementing, monitoring, adjusting and aligning projects; and people for aligning individual contributions, fostering engagement and strengthening capabilities and skills at the team and individual level. 8. WFP s performance management system is also intended to help WFP show that it: i) is a people-centred organization that invests in staff capability and performance within a culture of commitment, communication and accountability; ii) is a preferred and trusted partner for beneficiaries, communities, governments, the United Nations, nongovernmental organizations and the private sector; iii) has programmes that deliver effectively and efficiently and that build capacity; iv) has efficient processes and systems that support optimal project design and implementation, supply chains, learning, sharing and innovation; and v) is transparent, providing value for money and accountability for all its resources, and is sufficiently funded. 9. WFP recognizes the expectation from the Board that it improve its performance management system and is aware of the associated risks and challenges. Executive management is committed to meeting the demands placed on WFP through its adoption of a high-performance approach to management. 3
1. WFP s performance management system must serve its core mission to meet the Zero Hunger Challenge and end hunger in our lifetimes, with a focus on beneficiaries. It must contribute to ensuring successful implementation of programmes in the field, in partnership with stakeholders, and must enable measurement of results that contribute to each country s goals for attaining food security and reducing hunger. WFP s bottom line for performance is the changes its assistance brings to the lives of people who suffer from hunger and food insecurity. 2. WFP s performance management system addresses the full sequence of activities it performs to deliver its mission. Of course no single organization can address today s many complex food security and hunger challenges. As the WFP Strategic Plan makes clear, working with partners is the only way that it can reach the people it serves, assist them efficiently and make an impact. WFP will continue to be selective in choosing and strengthening partnerships, will foster mutual accountability and will ensure that collaboration delivers results. Performance management at WFP aims to encourage and measure progress made in reducing food insecurity and undernutrition at the national and global levels. 3. WFP s performance management system will contribute to making the WFP we want and purposefully move it from good to great. It will help WFP demonstrate that it: focuses on beneficiaries, and consistently provides appropriate, well-targeted and high- 4
quality programmes in a variety of contexts, which adhere to humanitarian principles and are in line with national priorities; is a valued partner; is innovative and applies learning; is cost-efficient and accountable for its resources; and has effective leadership that motivates, supports and fosters a culture of excellence and accountability. 4. Performance management in WFP will balance efforts made and benefits derived. It will provide support for decision-making while preserving managerial flexibility to develop solutions that improve performance. Capacity required for implementing performance management includes: i) investments in staff, especially in country offices and regional bureaux; ii) dedicated resources for monitoring and evaluation; iii) information technology; and iv) support for partners. WFP managers are expected to use the results of performance management in their day-to-day work and to ensure that the results are reflected in the operation design. 5. Following consultations with stakeholders, WFP is adjusting its processes and metrics to the objectives of the 2014 2017 Strategic Plan, ensuring that it is coherent with United Nations system approaches and standards and that it meets Board expectations. 6. WFP has made considerable investments in improving performance management over the last decade. In 2010, it introduced a holistic performance management framework (PMF) that makes risk management and internal controls integral to performance. The PMF is divided in five stages: i) plan; ii) implement; iii) monitor and measure; iv) review and report; and v) learn and adapt, as illustrated in the Wheel for Performance shown in Figure 3. 5
7. The PMF articulates how WFP s performance management system is built around its Strategic Results Framework (SRF) and Management Results Framework (MRF). The SRF and MRF have been applied since the 2008-2013 Strategic Plan, complemented by newly developed information technology (IT) tools that help capture and analyse data, and enable more comprehensive reporting. WFP had already developed various tools and systems that ensure that information on performance is generated at different levels and that enable better decision-making and accountability. 8. New systems are being made accessible across WFP in a phased approach. There is a move to a more dynamic performance management system that: i) aligns all levels of WFP with the Strategic Plan to ensure coherence and consistency; ii) uses evidence of performance to improve work; iii) supports improvements in cost effectiveness and better value for money; iv) supports appropriate allocations of resources that achieve the expected results; and v) measures results in ways that meet accountability requirements at all levels, including to affected populations. 9. Risk management is a structured process involving identifying and assessing risks in relation to strategic, operational and individual objectives and planned results. WFP aims to enable its staff to understand which risks are linked to the achievement of specific results and to allow managers to escalate risks to appropriate levels to attain results. 10. WFP s accountability system is complex. WFP s performance measurement systems have been geared until recently to ensuring compliance and serving external reporting requirements. The right type of performance measurement can also support overall 6
organizational performance by providing evidence to support management decisionmaking. WFP also needs to measure its efficiency and effectiveness using a variety of metrics generated from outside sources; donors are often involved in assessments and evaluations of multilateral aid effectiveness and are increasingly taking this into account in terms of comparisons across organizations. 11. Oversight mechanisms, including the independent evaluation function, will continue to provide assurance to the Board regarding: i) the effectiveness and efficiency of its operations; ii) the reliability of its reporting; and iii) compliance with its Rules and Regulations, through the Annual Statement on Internal Control signed by the Executive Director. 12. The critical factors for effective performance measurement and management in WFP are: i) stakeholder involvement; ii) an evaluation, feedback and learning organizational culture; and iii) managerial accountability. 13. WFP will capture performance information at these levels: corporate for consistently demonstrating organizational performance and WFP s contribution toward global commitments; country portfolio for demonstrating WFP s contribution to high-level impact indicators at country and global levels; programme performance for designing, implementing, monitoring, adjusting and aligning projects; and 7
people for aligning individual contributions, fostering engagement and strengthening capabilities and skills at the team and individual level. 14. WFP will develop more direct linkages between strategic planning and national and global objectives in line with such international targets as the Zero Hunger Challenge and the post-2015 Sustainable Development Goals. It will focus more on providing corporate management support for reaching national-level targets, a strategy in line with the Fit for Purpose organizational strengthening exercise and with the importance of country-level implementation of projects an activities in partnership. 15. An effective performance culture throughout WFP depends on appropriate management, oversight and governance structures at the corporate level that guide and enforce the culture. The Executive Director and her management team steer WFP and make toplevel decisions. WFP s audit, ethics, evaluation, inspection, investigation, legal and ombudsman functions provide valuable information to the team relating to oversight, accountability and internal governance. The Board provides strategic direction and policy guidance, and promotes United Nations system-wide cohesion and harmonization, particularly within the framework of the Quadrennial Comprehensive Policy Review (QCPR). 16. While new elements are being developed and integrated in the performance management system, existing performance measurement tools need to be adjusted as the external and internal environment changes so that they support reprioritization of activities towards achievement of different objectives.! 8
17. WFP is updating and improving components of the current performance management system through: updated and comprehensive results frameworks the SRF and the MRF; improved country strategic plans, programme design and operational plans to ensure that WFP s responses are timely and appropriate, incorporating learning; better outcome measurement; enhanced performance reporting that captures information from all levels of WFP and is used in both operation design and implementation; strengthened evaluation capacities and improved systems, particularly in country offices and regional bureaux; and mechanisms that ensure that performance information is consistently analysed and used to inform decision-making at individual, programme, country portfolio and corporate levels. " 9
18. The newer components being integrated in the performance management system are: country strategic plans as the main tool for defining WFP s engagement and implementing the corporate Strategic Plan at country level; selected impact indicators, linked to the country strategic plans, of WFP s contribution towards national hunger-reduction and food-security goals; operational plans as the implementation instrument at the country portfolio level; improved availability of credible, evidence-based results at the outcome level generated by engagement with governments, other partners and United Nations counterparts; strengthened mechanisms for data interpretation and analysis of outputs and outcomes to improve decision-making; new monitoring and evaluation strategies geared towards strengthening the evidence base to inform decision-making, learning and demonstrating performance; improved WFP-wide management information system that will support consistent collection, storage, retrieval, analysis and reporting of data; and improved use of knowledge from analytical reports and field-based tools to enhance real-time learning and timely adjustments to project design. 19. Enhancing organizational performance and accountability through use of the performance measurement tools will contribute to retaining the trust and confidence of stakeholders and enhancing the resource base. 20. Effective performance management requires that all information on performance lead to timely actions. This section presents performance management components monitoring, evaluation, knowledge management and staff development as part of a performance cycle, with emphasis on learning to adapt in order to improve performance. #$%$%&'(#)()%* 21. The WFP Strategic Plan provides the basis for country strategic plans. The Strategic Objectives provide an overall structure for corporate-level performance management, but currently activities are not linked to specific measurable results. 10
22. The Business Process Review (BPR) recommended that WFP, in consultation with partners, identify clear, quantifiable global and national targets against which to measure WFP s contribution to ending hunger. Having such targets enables better-defined, solution-focused strategies; makes it easier to measure WFP s impact; enables learning from successes and challenges; and provides a guide for managerial accountability. However, it is important to recognize that WFP s achieving of targets is heavily dependent on factors beyond WFP s control. 23. Country strategic plans are meant to serve as a tool to help define WFP s engagement at the country level, harmonized where applicable with government planning cycles and the United Nations Development Assistance Framework (UNDAF). Where there is no UNDAF, country strategic plans are to be harmonized with the plans of other actors with similar goals. 24. A country strategic plans should include an articulation of the strategic orientation and implementation approach, and a results and resources matrix that includes (i) indicators from the SRF, harmonized with national hunger targets; ii) a budget for the entire country strategic plan cycle. Country strategic plans respond to a QCPR recommendation that programmes deliver and demonstrate results at the country level. 25. A prototype approach to country strategic plans will be developed for selected countries. The first phase will address improving internal strategic cohesiveness and operation quality. The prototype will be presented and discussed with the EMG before presenting the country strategic plan to the Board. Country strategic plans should also make for more coherent documentation and a streamlined approval process for operations, leading to less work in that area for country offices. 26. Once the country strategic plan is approved, funding allocations should be in line with the results and resources matrix and implementation approach in the country strategic plan. In case of shortfalls, funds should be allocated according to priorities identified in the country strategic plans or on assessments of changed conditions in the country. 27. The regional bureaux and Rome Headquarters provide functional support throughout development, resourcing and implementation of the country strategic plan. Programme implementation will adapt to changing conditions and priorities in each country over the course of the country strategic plan cycle. Interim assessments of results guide adjustments to programme design, resourcing and staffing. 28. Annual performance plans are used by country offices to measure progress under the dimensions of People, Partnerships, Programmes, Process and Systems, and Accountability and Funding. Annual performance plans include activities and key performance indicators pertinent to the management results identified by the country office, and provide structure for oversight and for setting priorities to achieve stated 11
results. They provide insight into how individual programmes and country portfolio results contribute to corporate results. 29. WFP s people are its most important asset for delivering results and fulfilling its mission. The Fit for Purpose exercise and on-going human resource initiatives have shown that it is imperative that WFP assume a more strategic and pro-active approach to staffing and workforce planning. The talent acquisition strategy lays out three options for enhancing the workforce: i) build, by developing capacity from within through capability development and/or role rotations; ii) buy by using outsourced and contracted services; and iii) borrow by leveraging partnerships. Given the challenging funding environment, it is critical that WFP diversify its channels for finding talent, particularly by building partnerships with governments, technical institutions, research centres and other United Nations agencies. 30. WFP is committed to set up team and individual accountability frameworks through effective and efficient organizational structures and the articulation of roles and responsibilities. This process is to be complemented by the effective performance management of functional groups, teams and individuals. ()$+,-)$%&(.%'*.- 31. In 2011, WFP reviewed its approach to M&E and reporting and developed a new threeyear strategy for 2011 2013. The vision behind the strategy was that enhanced M&E and reporting capacities would ensure project design and implementation were supported by evidence-based information that allowed WFP to ensure efficient improvements in interventions, through learning and adaptation. 32. The 2014 report of the Development Assistance Committee (DAC)/United Nations Evaluation Group (UNEG) peer review of WFP s evaluation function 1 supported WFP s proposal to move away from use of the term self-evaluation to using review to describe the range of evaluative exercises such as mid-term reviews and after-action reviews undertaken by regional bureaux and country offices that complement evaluations. The report proposed calling the M&E strategy a monitoring and review strategy to distinguish the activities it covers from evaluations be they centralized or decentralized for which it recommended a separate strategy. 1 DAC/UNEG Peer Review of the Evaluation Function of the World Food Programme, Final Report 24 February 2014. Summary report available (WFP/EB.A/2014/7-D) available at http://documents.wfp.org/stellent/groups/public/documents/eb/wfpdoc063224.pdf. 12
33. The monitoring and review strategy will outline financial and human resources required for implementation, with a timeline. Its main elements and what they involve are: capacity development for monitoring and review providing updated guidance and training materials for staff and partners in the field to conduct monitoring, including third-party monitoring and field-based reviews; and building networks for sharing best practices; improved outcome measurement developing an outcome measurement strategy and implementation plan for operations; support to learning from monitoring developing guidance on how to interpret monitoring results for adjusting projects, learning lessons and sharing them; improved guidance for monitoring and field-based reviews developing guidance to enable regional bureaux and country offices to lead or conduct field-based reviews that generate evidence for improving operations, although the reviews do not meet the standards of evaluations; and web-enabled IT application for M&E rolling out the Country Office M&E Tool (COMET) to facilitate design, planning, implementation and monitoring, that supports reviews and evaluations, along with reporting on projects; it will link to other corporate systems. 34. In 2013 the BPR confirmed the need to ensure resources were available for monitoring and field-based evaluation capacity in support of performance. / 012 35. Each operational plan will have programme components with corresponding outcomes, outputs and indicators taken from the SRF. The SRF provides normative outcomes, outputs and indicators for each Strategic Objective which will form a corporate-wide basis for monitoring, reporting, field-based reviews and the evaluation. 13
36. Business rules accompanying the SRF contribute to its consistent application across programmes and harmonized monitoring and reporting on outcomes and outputs. Consistent application of the SRF will provide performance information for all operations and evidence for evaluations and design adjustments. The contribution WFP makes to reducing food insecurity and malnutrition at the global level will be calculated from aggregated national-level results. 37. Analysis of SRF indicators, and findings and recommendations from reviews and evaluations, will contribute to making timely adjustments to operations and to designing new projects. More attention will be paid to analyzing trends and progress towards achieving results, which will help re-orient WFP s strategy in individual countries. 38. The updated MRF will contribute to organizational effectiveness and efficiency in implementing the Strategic Plan. It has been structured around the dimensions People, Partnerships, Programmes, Processes and Systems, and Accountability and Funding. 39. Of the five dimensions, the People and the Programme dimensions most directly impact performance. The People dimension in the MRF seeks to promote a performance culture that emphasizes individual accountability for results; and to identify the capabilities WFP needs and ways to bridge capability gaps. The inclusion of a Programme dimension reflects the priority given to empowering country offices as WFP s centre of gravity : it gives visibility to the results WFP needs to achieve through its projects and highlights the priorities in programme delivery. 40. The updated MRF clarifies how performance at various organizational levels contributes to overall WFP s performance. It lays out a hierarchy of management results among organizational levels and facilitates the aggregation of results. It portrays organizational performance across functions to: i) facilitate performance-based prioritization of resource allocation, which will be made evident in each Management Plan; ii) enable timely executive management decisions; and iii) track organizational change. 41. WFP currently plans and reviews performance at the programme and portfolio levels using annual performance plans. Individual performance is planned and reviewed using staff performance management systems. The team and individual performance management components will be reviewed and further enhanced in line with changes to the staff performance management system and the People Strategy. Linkages between the two will be reinforced, as will their links to the relevant operational and management issues. 42. Performance information is critical to guide WFP s capability development decisions, staff skill development and learning, and for making career development and promotion decisions. Particular emphasis will be placed on how individual performance plans contribute to WFP s achievement of results. 14
-)3')$%&-).-* 43. Timely evidence is crucial for gaining access to donor resources; persuading host governments to engage with WFP; and making decisions quickly in volatile contexts. Country offices often have to balance conflicting performance demands, and it is difficult for them to generate evidence of performance quickly enough for it to be useful. Country offices and regional bureaux conduct numerous evaluative activities that are not classified as evaluations because they do not conform to formal evaluation standards. 44. Field-based reviews are evaluative activities led or managed by regional bureaux and country offices that allow the country offices to produce a certain level of evidence in a shorter time and at lower cost than evaluations. They are critical for country offices to be able to determine if they are on track, and provide a way for them to share best practices and innovative approaches and advocate for their work. Review evidence may also be used in evaluations. An assessment undertaken as part of the BPR sharpened the focus on field-based reviews, and suggested that they merit specific corporate consideration and quality assurance under the monitoring and review strategy. 45. Standard Project Reports (SPRs), the Annual Performance Report (APR) and evaluations are the main ways that WFP provides evidence of its performance. The APR and evaluations are the main ways WFP reports its achievements to the Board and external stakeholders, especially concerning its contribution to global and national food security and nutrition targets. As part of the broader context, WFP will seek to make its performance management system agile enough to adjust to performance parameters determined externally (but agreed by WFP) so that WFP can demonstrated its performance against the standards used in comparative analysis among international organizations. 46. SPRs are to be adapted to capture outcomes and impacts on project level. WFP is reviewing its approach to counting beneficiaries and calculating costs, which are of particular concern for project-level performance reporting. More accurate information on beneficiary numbers and expenditure levels would facilitate project comparison and trend analysis, which provide a basis for increasing organizational efficiency. Good performance management requires using results from output and outcome levels to analyse the effectiveness of planning and implementation. 47. The evidence presented in the APR and in SPRs serves accountability purposes, but it should also translate into actions that improve effectiveness and should be used to establish a learning culture and contribute to WFP s knowledge base. 15
#)$-%$%&$&$* 48. High-performing organizations learn and adapt: they draw lessons from experience to adapt their practices, contributing to successes and avoiding repetition of mistakes. A 2009 report by the Office of Evaluation (OEV), Closing the Learning Loop noted that the greatest un-served need for information about lessons from experience is at the level of operations staff. By far the most common purposes for which staff seek lessons from experience is to solve implementation problems and for practical ideas during programme design in order to improve current and future programme quality. 2 49. WFP s action-oriented culture often sacrifices the kind of reflection and gathering of evidence that would drive change to improve performance. The Executive Director and her team place a high priority on learning and adapting, and have taken steps to promote such a culture. Learning and accountability are mutually reinforcing: lessons provide explanations that account for performance and support improvements to meet accountability requirements. People s work every day provides the experiences from which to learn, and WFP can provide the supporting structures that promote learning, systems that build and nurture organizational knowledge, and ways to institutionalize that knowledge. ) 50. With its dual objectives of supporting accountability and contributing to learning, evaluation is an integral part of WFP s performance management system. WFP s evaluation policy provides the framework to ensure the independence, credibility and utility of evaluation in conformity with internationally accepted evaluation principles and standards. 4 )5 2 Closing the Learning Loop Harvesting Lessons from Evaluations: Report of Phase 1. Report prepared by Sally Burrows for the Office of Evaluation, March 2009. Report available at http://docustore.wfp.org/stellent/groups/public/documents/reports/wfp213954.pdf 16
51. The main work of OEV is complex evaluations of strategy, policy and multiple operations. These are designed to gather evidence to assess performance at a level that can inform strategic decisions at the corporate level and in individual countries. Country portfolio evaluations assess WFP s strategic positioning, choice of strategy and partnerships, and performance of all operations/activities in portfolios over a five-year period. They support accountability and learning at the country level, including for partners, and contribute to more effective country strategic plans and operational effectiveness. Impact evaluations provide an in-depth analysis of the impact that particular WFP activities have on beneficiaries over a period of several years, enhancing downward and upward accountability, as well as providing robust evidence for learning. 52. Topics for global strategic and policy evaluations are selected and timed for their relevance to the Strategic Plan and its policy framework. Policy evaluations assess the quality and results of a policy four to six years following the policy s approval. Strategic evaluations take a global perspective, focusing on systemic issues repeatedly arising in other evaluations, reviews and external debates, and from new ways of working in WFP. To further facilitate identification of systemic issues affecting performance at all points along the results chain and to enhance organizational learning, where possible OEV conducts evaluations in series and complementary clusters, and produces a synthesis report of each series. 53. Where feasible and appropriate, evaluations are conducted jointly with partner organizations and assess combined performance and contributions in multi-stakeholder environments, promoting accountability to peers. 54. Both the BPR and the DAC/UNEG peer review of the evaluation function found that WFP s decentralized evaluation capacity was under-developed. Based on their findings, the Executive Director and her team will decide on the scale of the decentralized evaluation function most appropriate for WFP: it should provide more comprehensive evidence supporting accountability for results under the new Strategic Plan and support 17
the shift in centre of gravity to country offices. An evaluation strategy will be prepared specifying investments to be made in developing regional bureau and country office evaluation capacity. The strategy will complement the monitoring and review strategy to support WFP s broader decentralized evaluation capacity. 55. OEV sets corporate evaluation standards, provides guidance and associated evaluation information for COs and RBx, and contributes to building WFP staff evaluation capacity. OEV is temporarily managing a series of single-operation evaluations to support learning and improved performance at that level and to address a long-standing gap in evaluation coverage. In the future, single operations will be evaluated using primarily the decentralized evaluation function, as long as single operations remain the primary unit of planning and approval. 56. As WFP s decentralized evaluation capacity strengthens, OEV will conduct periodic assessments of the quality of decentralized evaluations and report to the Board on the function annually in the Annual Evaluation Report. 6 ( 57. Performance is dependent upon the availability and application of knowledge. Knowledge management needs to ensure that tools and processes are in place to capture information generated, and that information is transformed into knowledge that can be retained, shared and applied to improve future strategic and operational planning, and subsequent implementation. WFP uses digital data transmission and remote technologies that have tremendous potential as performance evidence; investments in scaling up those technologies would strengthen WFP s knowledge base and contribute to performance management. Knowledge management also contributes to streamlining initiatives, ensuring complementarity and avoiding duplication. 58. Evaluations, reviews and monitoring reports are sources of evidence of results that feed into the pool of knowledge and form the foundations for knowledge management systems, which may include corporate guidance for technical and functional areas. They may also provide material for such external activities as academic research. +#& 59. Systems and programmes will be developed to identify emerging leaders and ensure that leaders have the experience, skills and tools to be accountable for WFP s work. WFP will redefine required competencies for the most important leadership positions and prepare people in those competencies. 60. WFP will establish a career framework that lays out the principles for identifying the competencies and skills required for roles and the appropriate career pathways, especially for roles critical to WFP s mission. A learning needs analysis will help 18
identify the interventions needed to support staff; staff members will be able to manage their own development. To build a learning culture, WFP will promote the 70-20-10 learning approach that devotes 70 percent of staff development to on-the-job learning that can be applied immediately; 20 percent to coaching and feedback, and 10 percent to formal learning. 61. WFP is committed to collecting, analyzing and publishing accurate, timely and consistent data on its performance. To improve the quality and accuracy of its data, WFP will engage research institutions and other partners to learn from the latest advances in monitoring and reporting, and to explore new technologies. 62. WFP has invested heavily over the last ten years to develop its IT capabilities and competencies, notably its Commodity Movement, Processing and Analysis System (COMPAS) and the WFP Information Network and Global System (WINGS) for resource management. 63. Given the scale and geographical coverage of WFP s operations, a single performance measurement system would not serve the needs of all its levels. WFP has developed several IT systems, aligned with the SRF and the MRF, that automate business processes. The IT Division helps managers identify the most appropriate IT tools for their needs, and has a data warehouse and repository. 64. Some IT tools being developed to strengthen performance monitoring and reporting are COMET, the System for Cash Operations (SCOPE), the Performance and Risk Organizational Management Information System (PROMIS) and the SPR Intelligent Next Generation (SPRING). The Logistics Execution Support System (LESS) being developed will replace COMPAS and WINGS is being upgraded to accommodate changes in the financial framework. 65. WFP uses various management dashboards to support decision-making, especially for resource allocation, and is developing additional executive management dashboards for the Executive Director and her team. 66. WFP s executive management is committed to establishing a more cohesive and systematic approach towards improving WFP s accountability for its performance. Its performance management system will increase its ability to improve, innovate, and ensure that lessons are documented and acted upon. Investments in monitoring and 19
measuring, evaluating, learning, adapting and utilizing evidence for timely actions and decision-making will help ensure that WFP is fit for purpose. 20
APP APR BPR COMET COMPAS IT LESS M&E MRF OEV PACE PMF PROMIS QCPR RB SCOPE SPR SPRING SRF UNDAF Annual Performance Planning Annual Performance Report Business Process Review Country Office Monitoring and Evaluation Tool Commodity Movement, Processing and Analysis System Information Technology Logistics Execution Support System Monitoring and Evaluation Management Results Framework Office of Evaluation Performance and Competency Enhancement Performance Management Framework Performance and Risk Management: Organizational Management Information System Quadrennial Comprehensive Policy Review Regional Bureau System for Cash Operations Standard Project Report Standard Project Reports Intelligent Next Generation Strategic Results Framework United Nations Development Assistance Framework 21