Introduction

Monitoring and evaluation (M&E) is central to ensuring the success of the CPD by providing robust mechanisms to measure progress, adapt to challenges, and demonstrate impact. While this section is not directly rooted in foresight methodologies, the approach we propose emphasizes participatory and strategic thinking to align indicators with the final outcomes outlined in the CPD. The process is designed to facilitate collaborative decision-making, ensure indicators reflect diverse stakeholder perspectives, and prioritize those that are both relevant and feasible.

While the UNSDCF indicators serve as a primary source, country offices have the flexibility to include additional indicators to reflect their unique contributions. This flexibility enables teams to address gaps in national or local monitoring systems, leverage partnerships for data collection, and build capacity for sustainable monitoring and evaluation practices.

The focus here is on identifying and refining indicators for the CPD Results and Resources Framework (RRF). The process includes: 

This iterative approach ensures that the selected indicators are actionable, measurable, and aligned with both UNDP’s strategic objectives and national priorities. 

This section guides CO teams through a structured process to identify and prioritize indicators, ultimately producing a refined list that supports comprehensive and effective monitoring of CPD outcomes. 

Process Step-by-Step 

We suggest starting the process by reviewing the desired outcome of the Programme planning developed in the Visioning exercise in Chapter 4. 

Step 1: Brainstorm Potential Indicators

Objective: Generate a comprehensive list of indicators that can measure progress toward the CPD outcomes.

Bring together a diverse group of stakeholders to identify as many potential indicators as possible for each CPD outcome. The brainstorming process should consider various perspectives, including those of beneficiaries. Facilitate a brainstorming session and encourage participants to think broadly, considering quantitative and qualitative measures.

We suggest starting the process by reviewing the desired outcome of the Programme planning developed in the Visioning exercise in Chapter 4.

Prompting Questions:

• What specific changes or results would signal success for this outcome?
• Are there existing indicators (e.g., UNSDCF indicators) that are relevant?
• What indicators would be meaningful from a beneficiary perspective?

Step 2: Prioritize Indicators by Relevance and Feasibility

Objective: Narrow down the list of indicators to those that are most impactful and actionable.

Use the Relevance/Feasibility matrix to determine the indicators that are likely to be the most accurate and representative of the outcome UNDP wants to achieve. Balance the discussion with a view on the feasibility or availability of the required data.

In the situation where the team needs more information regarding feasibility- ‘park’ these indicators for further review after the session.

Prompting Questions for Assessing Relevance:

• How well does the indicator align with the CPD outcome?
• Does it address key priorities or reflect beneficiary needs?

Prompting Questions for Assessing Feasibility:

• Is the indicator measurable with available data or resources?
• Are there existing data sources, or would new data collection systems need to be developed? 

Step 3: Refine High-Relevance, Low-Feasibility Indicators

Objective: Explore ways to address challenges in implementing critical but difficult-to-measure indicators.

Identify capacity gaps in current monitoring systems and explore potential partnerships (e.g., with academic institutions or NGOs) to fill data gaps.

Discuss how national monitoring systems can be strengthened to support these indicators.

Based on this discussion, list the indicators the team would like to consider in the RRF. 

Prompting Questions:

• What partnerships can help bridge capacity gaps?
• What technical or financial resources are required to measure this indicator effectively?
• Are there indicators that reflect equity, such as gender-disaggregated data?

Step 4: Finalize a Refined Indicator List

Objective: Develop a focused list of indicators to be included in the RRF. This list will include the indicators from the top right quadrant of the Relevance/Feasibility matrix as well as the list resulting from Step 3 above. For each indicator on this list, document key details for each selected indicator:

Process Step-by-Step

Step 5: Review & Alignment

Objective: Ensure the indicator list aligns with strategic frameworks and addresses key priorities.

To ensure consistency, map the refined indicator list against UNSDCF indicators and UNDP’s Strategic Plan. If needed, prioritize the indicators that are the most closely aligned for inclusion in the RRF. 

Conclusion

This chapter was designed to facilitate a structured and inclusive approach to developing the Monitoring and Evaluation (M&E) section of the Country Programme Document (CPD).

While it diverges from the explicit use of foresight tools in earlier sections of this guide, it emphasi s es the importance of strategic thinking, inclusivity, and precision in identifying indicators to track programme success effectively. By focusing on relevance, feasibility, and alignment with national and global frameworks, this chapter offers teams a clear methodology to create a robust Results Framework that meets UNDP’s standards.

1. A key element of this process is engaging a diverse group of stakeholders. By including government representatives, civil society organizations, private sector partners, and UNDP colleagues, teams can ensure that a variety of perspectives are reflected in the indicators.
2. Equally critical is considering the viewpoints of beneficiaries. Actively incorporating their insights— whether through focus groups, surveys, or participatory workshops—ensures that indicators address real-world needs and resonate with the communities UNDP aims to serve. For example, asking beneficiaries what success looks like from their perspective can reveal valuable qualitative insights that might not emerge otherwise.
3. Another crucial aspect is the inclusion of gender-disaggregated indicators wherever relevant. This aligns with UNDP’s Gender Equality Strategy and ensures that progress is measured in ways that capture gendered impacts and promote equity. Teams should make a deliberate effort to examine how programme outcomes affect women, men, and marginalized groups differently, ensuring no one is left behind. 

Click here to access the Mural version of the workshop setup 

A Journey Towards Transformative Change

Congratulations on completing this guide—a significant milestone in your journey to embed foresight into the Country Programme Document (CPD) process.

Together, we’ve explored how foresight tools can help teams think beyond the immediate horizon, anticipate emerging challenges and opportunities, and design programmes that are adaptive, innovative, and resilient. 

Every chapter has been a step forward in creating a forward-looking, inclusive, and strategic CPD—a document not just for today, but for a future that we must shape together.

Foresight is not a one-time exercise. The landscapes of development are constantly evolving, and the work you’ve done here should serve as the foundation for an ongoing process of learning, adaptation, and action. It is a mindset that embraces uncertainty, a toolkit that helps navigate complexity and a commitment to better futures for the communities we serve.

It progressed through envisioning the future, designing transformative programmes, and managing risks.

Finally, it culminated in crafting robust monitoring and evaluation frameworks to ensure that programmes remain impactful.

This journey began with the foundational work of understanding the development landscape and identifying the drivers of change.

As you move forward, here are some suggestions to ensure that foresight remains an integral part of your work: 

Thank you for embarking on this journey, and may foresight continue to guide you as you create a meaningful and lasting impact.