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Programme performance monitoring
| A | B | C | D | E | F | G | H | I | J | K | L | M | N | O | P | Q | R | S | T | U | V | W | X | Y | Z |
| A (Top) | |
| Accomplishment | Activity |
| Accomplishment account | Additional output |
| B (Top) | |
| Baseline | Budget fascicle |
| C (Top) | |
| Carried forward | Client satisfaction |
| Conference services, administration, oversight | |
| D (Top) | |
| Data | Description of results |
| Data collection method | Discretionary action |
| Data source | |
| E (Top) | |
| Effect | Evidence |
| Effectiveness | Expert groups, rapporteurs, depository services |
| Efficiency | Expected accomplishment |
| End-user | External factor |
| F (Top) | |
| Feedback | Finding |
| H (Top) | |
| Highlights of programme results |
| I (Top) | |
| IMDIS | Indicator of achievement |
| Impact | Indirect effect |
| Implementation rate | Input |
| Indicator | Interim performance measure |
| L (Top) | |
| Lesson learned | Logical framework |
| M (Top) | |
| Methodology | Monitoring |
| Methodology form | Monitoring and evaluation |
| N (Top) | |
| Non-recurrent publication | |
| O (Top) | |
| Objective | Output |
| Other substantive activities | Output category |
| Outcome | Output delivery |
| R | |
| Recurrent publication | Results-based management |
| Reformulated | Revised baseline |
| Result | Revised target |
| S | |
| Self-monitoring | Substantive servicing of meetings |
| Stakeholder | Survey |
| Statement of accomplishment/results achieved | Synthesis |
| Subprogramme | |
| T (Top) | |
| Terminated | |
| V(Top) | |
| Validation | |
Accomplishment (Back / Top)
Completion, fulfilment, achievement of specific result by the end of the biennium in comparison to the planned Expected Accomplishment. It could be less, more or the same as expected accomplishment.
See also: “Outcome”, “Result”, “Expected Accomplishment”
Accomplishment account (Back / Top)
A summary of a specific subprogramme accomplishment that is based on data collected for the indicators of achievement and other relevant information that serves as the source of reporting on whether the relevant Expected Accomplishment was achieved.
See: “Statement of Accomplishment/Results Achieved”, “Expected Accomplishment”
Action taken or work performed to transform inputs into outputs.
See also: “Input,” “Output”, “Result”
Additional output (Back / Top)
Output that was implemented in addition to those initially programmed in the programme budget. They are of two types:
Added by legislation – Outputs added by a legislative decision taken after the biennial budget was approved by the General Assembly either by the General Assembly itself or by a specialized body.
Added at the initiative of the Secretariat – Refers to outputs that have been introduced additionally by programme managers by using the resources released from postponements and/or terminations or as the response to request received and funded through extrabudgetary means to enhance the attainment of the objectives and expected accomplishments of the subprogramme.
See also: “Output”, “Output category”, “Discretionary action”
Baseline (Back / Top)
Data that describe the situation to be addressed by a programme, subprogramme or project and that serve as the starting point for measuring performance. A baseline study would be the analysis describing the situation prior to the commencement of the programme or project or the situation following initial commencement of the programme or project to serve as a basis of comparison and progress for future analyses. It is used to determine the accomplishments/results and serves as an important reference for evaluation.
See also: “Target”
Budget fascicle (Back / Top)
Document containing proposed programmatic, financial and resource information of a budget section for the forthcoming biennium and submitted to the General Assembly for approval.
See: “Logical framework”, “Project/Programme cycle management”, “Results-based management (RBM)”
Outputs that have been postponed in the previous biennium and are to be completed in the current one.
See also: “Postponed”, “Output”
The satisfaction of a programme’s clients, defined as the organizations or individuals who are affected by that programme, often measured in terms of meeting their needs or expectations.
See also: “Beneficiary”, “End-user”, “Stakeholder ”
An output category which comprises meeting services, interpretation, verbatim reporting; translation, editorial services; documentation and publication services (including text processing); library services; overall administration and management; human resources management; programme planning, budget, accounts; central support services; audits; inspections, evaluations, management reviews.
See also: “Output category”, “Output”
Specific quantitative and qualitative information or facts that are collected.
See: “Data collection tool”, ”Data collection method”, “Data source”
The mode of collection to be used when gathering information and data on a given indicator of achievement or evaluation. Collection methods include the review of records, surveys, interviews, or content analysis. The term is one of the elements of the indicator methodology form for reporting through IMDIS.
See also: “IMDIS”, “Methodology form”
The origin of the data or information collected. Data sources may include informal and official records, individuals, documents, etc. This term is one of the elements of the indicator methodology form for reporting through IMDIS.
See also: “IMDIS”, “Methodology form”
Succinct statement based on the data collected on the performance measures at the indicator of achievement level. It interprets and articulates such data in a results oriented language.. A field is available in IMDIS for reporting on preliminary and final results for each indicator of achievement.
See also: “Accomplishment" ,”Accomplishment account”, “Indicator of achievement”, “Highlights of programme results”
A decision, taken by a programme manager on changes made to the programme design and/or implementation, to produce more efficient and effective outcomes. Addition, termination, postponed of outputs can be effected through discretionary measures.
See also: “Additional output”
Intended or unintended change caused directly or indirectly by the delivery of an output, project or programme.
See also: “Assumption”, “Attribution”
The extent to which a project or programme attains its objectives, expected accomplishments and delivers planned outputs.
A measure of how well inputs (funds, expertise, time, etc.) are converted into outputs.
See also: “Effectiveness”, “Impact”
Recipient of an output or accomplishment.
See also: “Stakeholder”, “Beneficiary”
The information presented to support a finding or conclusion. Evidence should be sufficient, competent and relevant. There are four types of evidence: observations (obtained through direct observation of people or events); documentary (obtained from written information); analytical (based on computations and comparisons); and self-reported (obtained through, for example, surveys).
See also: “Assumption”, “Attribution”, “Bias”, "Causal relationship”, “Indirect effect”
Output category that includes the following output types:
See: “Output”, ”Output category”
A desired outcome or result involving benefits to end-users, expressed as a quantitative or qualitative standard, value or rate. Accomplishments are the direct consequence or effect of the delivery of outputs and lead to the fulfilment of the envisaged objective.
See also: “Accomplishment”, “Result”, “Statement of accomplishment/results achieved”, “Indicator”, “Logical framework”
Event and/or condition that is beyond the control of those responsible for an activity but that has an effect on the success or failure of the activity. It may be anticipated in the form of assumptions or they may be unanticipated.
See also: “Assumption”, “Attribution”, “Causal relationship”, “Logical framework”
A process consisting of the transmission of relevant information from monitoring and evaluation exercises to targetted users so as to facilitate learning and decision-making. Such information usually comprises findings, conclusions, recommendations and lessons learned.
See also: “Lesson learned”, “Learning”, “Best practice”
Statement about the programme or project based on empirical evidence gathered through monitoring and evaluation activities.
See also: “Conclusion”, "Terms of reference”
The most salient results achieved by a department/office during the biennium based on the results/accomplishments of the various subprogrammes under it. These highlights of programme results are included in the Programme Performance Report for each Budget Section and reflect the most significant achievements towards realizing the programme's objectives.
See also: “IMDIS”, “Results-based management (RBM)”, "Programme performance report (PPR)”, “Logical framework”
The Integrated Monitoring and Documentation Information System is the online tool for planning, monitoring and reporting of results-based programme performance in use at the United Nations Secretariat since 1998. IMDIS enables programme managers as well as the Office of Internal Oversight Services to verify Organization-wide progress throughout the biennium and to extract all necessary information for final performance analysis and reporting.
See also: “Information management system”, “Logical framework”, “Results-based management (RBM)”, “Programme performance report (PPR)”
The overall effect of accomplishing specific results. In some situations it comprises changes, whether planned or unplanned, positive or negative, direct or indirect, primary and secondary that a programme or project helped to bring about. In others, it could also connote the maintenance of a current condition, assuming that that condition is favourable. Impact is the longer-term or ultimate effect attributable to a programme or project, in contrast with an expected accomplishment and output, which are geared to the biennial timeframe.
See also: “Effect”, “Evaluation”, “Ex-post evaluation”
The degree to which planned outputs are completed during the biennium. In the biennial Programme Performance Reports, the output implementation rate is usually calculated in three different ways. The first calculation (I1) shows the percentage of mandated outputs (those initially programmed plus those carried forward plus those added by legislation) that were completed. The second calculation (I2) shows the rate of implementation of all outputs, which is the sum of mandated outputs plus those added by the Secretariat. It indicates how much of the overall workload of the biennium was accomplished. Finally, the third figure (I3) is the ratio of all outputs implemented by a particular programme (those programmed, carried over, reformulated and added by legislation and by the Secretariat) to the outputs programmed in the biennial budget. To understand the purpose of I3, it should be recalled that while budgetary resources were provided to deliver the outputs programmed in the biennial budget, developments during the biennium may have resulted in additions to the workload that had to be implemented within the available resources. The I3 implementation rate shows how much was delivered by a particular programme compared with what had been programmed at the outset of the biennium.
See also: “Output ”
A measure, preferably numerical, of a variable that provides a reasonably simple and reliable basis for assessing achievement, change or performance. A unit of information measured over time that can help show changes in a specific condition.
See: “Logical framework”, “Results-based management (RBM)”, "Methodology form
Used to measure the extent to which expected accomplishments have been achieved. Indicators correspond to the expected accomplishment for which they are used to measure performance. One expected accomplishment can have multiple indicators.
See also: “Expected accomplishment”, “Performance management”, " Performance measure”
The unplanned changes brought about as a result of implementing a programme or a project.
See also: “External factor”, “Assumption”
Personnel, finance, equipment, knowledge, information and other resources necessary for producing the planned outputs and achieving expected accomplishments.
See also: “Output ”
Data collected for the indicators of achievement during the biennium. They are used as benchmarks to determine whether progress is being made towards the intended results.
See also: “Performance measure”, “Baseline”, “Target”
An evaluation in which different programmes, agencies and/or partners contribute and participate.
See also: “Evaluation”
Generalization derived from evaluation experiences with programmes, projects or policies that is applicable to a generic situation rather than to a specific circumstance and has the potential to improve future actions. A lesson learned summarises knowledge at a point in time, while learning is an ongoing process.
See also: “Best practice”, “Learning”
Management tool (also known as a logframe) used to identify strategic elements of a programme or project (objective, expected accomplishments, indicators of achievement, outputs and inputs) and their causal relationships, as well as the assumptions and external factors that may influence success and failure. It facilitates planning, implementation, monitoring and evaluation of a programme or project.
See also: “Budget fascicle”, “Results-based management (RBM)”
A set of analytical methods and techniques appropriate for evaluation of the particular activity. It could also be aimed at collecting the best possible evidence needed to answer the evaluation issues and analytic questions.
See also: “Baseline”, “Benchmark”, “Data”, “Data collection tool”, “Indicator”, "Terms of reference"
A set of fields developed and incorporated into IMDIS for each indicator of achievement that allow subprogrammes and programmes to identify and document the elements of the indicator that will be measured during the biennium, identify data sources, determine data collection and verification methods, fix the periodicity of measurements, create or identify a presentation format and identify external factors that could distort or influence measurements. This should be done early in the biennium to ensure proper data collection and reporting of results.
See also: “IMDIS”
A periodic assessment by programme managers and by the Office of Internal Oversight Services, of the progress in achieving the expected accomplishments and delivering the final outputs in comparison with the commitments set out in the programme budget as approved by the General Assembly. It provides assurance that the implementation of a programme or project is proceeding as planned.
See also: “Self-monitoring”, “IMDIS”
Monitoring and evaluation (Back / Top)
The combination of monitoring and evaluation together provide the knowledge required for effective programme and project management and for reporting and accountability responsibilities.
An output category of printed or otherwise published document, book, study, bulletin, newsletter, journal and other analytical paper prepared exclusively in a given biennium by the departments in the Secretariat which forecasts, informs or reports on a certain situation or issue. A non-recurrent publication can be mandated or initiated at the discretion of a programme manager.
See also: “Output”, " Recurrent publication”
Description of an overall desired achievement involving a process of change and aimed at meeting certain needs of identified end-users within a given period of time. A good objective meets the criteria of being impact oriented, measurable, time limited, specific and practical. The objective is set at the next higher level than the expected accomplishments.
See also: “Goal“, “Expected accomplishment”, “Logical framework”
An output category comprising, inter alia, fact-finding missions, human rights and humanitarian assessment and relief missions, promotion of legal instruments, seminars for outside users, recurrent and non-recurrent publications, electronic, audio and visual issuances, exhibits, guided tours, lectures; booklets, fact sheets, wall charts, information kits; press releases, press conferences; special events; technical material for outside users; substantive servicing of, including documentation for, inter-agency meetings.
See also: “Output”, “Output category”
In the United Nations Secretariat, “outcome” is used as a synonym of an accomplishment or a result.
See also: “Accomplishment”, “Expected accomplishment”, “Logical framework”, “Result”, “Results-based management (RBM)”
A final product or service delivered by a programme or project to end-users, such as reports, publications, servicing of meetings, training, advisory, editorial, translation or security services, which a programme is expected to produce in order to achieve its expected accomplishments and objectives. Outputs may be grouped into broader categories.
See also: “IMDIS”, “Logical framework”, “Additional output”, “Discretionary action”
Grouping of outputs, established at the planning stage, in the work programme of departments/offices. For example “Other substantive activities” or “Conference service, administration and oversight”
See also: “Conference services, administration, oversight”, “Expert groups, rapporteurs, depository services“, "Non-recurrent publication”, “Parliamentary documentation”, “Recurrent publication”, ”Other substantive activities”, “Carried forward”, “Reformulated”, “Postponed”, “Terminated”
An output is generally considered to have been delivered when the service is completed or when the planned product is made available to the intended end-users; e.g., in the case of a report or a technical publication, when it has been submitted to the General Assembly or relevant intergovernmental bodies or circulated to Member States or other primary users; in the case of a sales publication, when it is placed on sale.
See also: “Implementation rate”
An output category of reports prepared by the Secretariat on relevant issues in response to approved mandates or at the initiative of the Secretariat. It also includes reports of intergovernmental/ expert/other bodies for which the substantial assistance of the Secretariat was provided. Other reports considered parliamentary documentation are United Nations official records; sessional notes and other documents prepared for scheduled meetings; conference room papers; legal and financial/budgetary opinions/statements provided to intergovernmental, expert and treaty bodies.
See also: “Output”, “Output category”
The degree to which a programme or project delivers results in accordance with stated objectives, timely and effectively as assessed by specific criteria and standards.
See also: “Results-based management (RBM)”
External assessment or self-assessment by programme units, comprising monitoring, reviews, end-of-year reporting, end-of-project reporting, institutional assessments, and/or special studies.
See also: "Self-evaluation”, "Self-monitoring"
Measures taken by a programme manager, based on monitoring and evaluation information, to foster continuous improvement. It is supported by performance measurement.
See also: “Results-based management (RBM)”, "Learning"
Specific statistics chosen because they provide valid, practical and comparable measures of progress or level of change towards achieving expected results for the period.
A system for the collection, interpretation of, and reporting for the purpose of objectively measuring how well programmes or projects contribute to the achievement of expected accomplishments and objectives and deliver outputs.
See also: “Indicator”, “IMDIS”, “Logical framework”, “Results-based management (RBM)” , “Data”, “Expected accomplishment”, “Objective”, “Activity”, "Methodology form"
A continuous process of collecting and analyzing data to compare how well a programme, project, or policy is being implemented against expected results.
See also: “IMDIS”, “Programme performance report (PPR)”, "Self-monitoring"
Status of programmed output that is not delivered to intended users during the relevant biennium and is carried forward for completion to the next biennium. The postponement can be by legislative decision or at the discretion of the Secretariat. IMDIS automatically enters postponed outputs in the inventory for the following biennium and they do not need to be re-programmed.
See also: “Output”, “Output category”
Consists of the activities undertaken by a Department or Office together with a coherent set of objectives, expected accomplishments and outputs intended to contribute to one or more organizational goals established by Member States. The programme is guided by t the mandates entrusted to a department/office by the General Assembly.
See also: “Logical framework”, “Budget fascicle”
The Secretariat official responsible for the formulation and implementation of a programme as defined above, normally the head of a major organizational unit. For the purposes of self-evaluation, programme managers comprise those who are involved in the implementation of subprogrammes, namely, the head of a division, branch or section.
The mandated report of the Secretary-General submitted to the General Assembly biennially reflecting implementation and results for programmes in the Secretariat. The PPR for 2002-2003 was produced both in print A/59/69 and electronic format.
See also: “IMDIS”, “Results-based management (RBM)” , “Monitoring”, “Self-monitoring”
Outputs approved by the General Assembly at the beginning of the biennium for delivery.
See also: “Output”, “Terminated”, “Reformulated”, “Postponed”
An output category of regularly printed or otherwise published document, book, study, yearbook, bulletin, newsletter, journal and other analytical paper periodically prepared by the departments in the Secretariat which forecasts, informs or reports on a certain situation or issue. A recurrent publication can be mandated or initiated at the discretion of the Department/Office.
See also: "Non-recurrent publication”, “Output category”
Status of outputs that were completed and delivered to the intended users during the reporting period/biennium after undergoing revision to the original formulation. An output is considered reformulated if it continues to address the same subject matter of the originally programmed output and to cater to the same intended users.
See also: “Output”
The measurable accomplishment/outcome (intended or unintended, positive or negative) of a programme or project. In the Secretariat practice, “result” is synonymous with accomplishment and outcome.
See also: “Accomplishment”, “Expected accomplishment”, “Outcome”, “Effect”, “Impact”, “Results-based management (RBM)”
A management strategy by which the Secretariat ensures that its processes, outputs and services contribute to the achievement of clearly stated expected accomplishments and objectives. It is focused on achieving results and improving performance, integrating lessons learned into management decisions and monitoring of and reporting on performance.
See also: “Logical framework”, “Performance management", “Self-evaluation”, " IMDIS”
An adjusted baseline recorded in IMDIS in cases where the actual figures recorded in the previous biennium differ from the estimated baselines in the proposed programme of work.
See also: “Baseline”, “Target,”, “IMDIS”
An adjusted target recorded in IMDIS in cases where the estimated baselines and targets in the proposed programme of work have to be adjusted to capture actual achieved results from the previous biennium and realistic achievements for the current biennium.
See also: “Baseline”, “Target,”, “IMDIS”
The selection of a representative part of a universe in order to assess parameters or characteristics of that universe. Random sampling is the selection of a group of subjects (the sample) from a larger group (the population or universe), so that each individual or other unit is chosen entirely by chance.
Self-evaluation is a systematic assessment carried out by those entrusted with the design and delivery of a programme, the findings of which are used to improve planning, performance and programme results.
See also: “Evaluation”
See also:“IMDIS”, “Results-based management (RBM)”, “Monitoring”
Agencies, organizations, groups or individuals who have a direct or indirect role and interest in the objectives and implementation of a programme or project and its evaluation. In participatory evaluation, stakeholders assume an increased role in the evaluation process as question-makers, evaluation planners, data gatherers and problem solvers.
See also: “End-user”, “Beneficiary”
A succinct synopsis of accomplishments achieved relative to the Expected Accomplishment which is based on and distilled from the Accomplishment Account. It captures the key facts of what was achieved in this regard during the biennium.
See also: “Accomplishment account”, “IMDIS”, “Results-based management (RBM)”, “Programme performance report (PPR)”
An evaluation of a particular issue, often cross-cutting, with significant implications for the major priorities of Member States and the Secretariat with high risks to stakeholders. Its timing may be especially important owing to the urgency of the issue which poses high risks to, and has generated conflicting views from stakeholders.
A subprogramme consists of activities within a programme aimed at achieving one or a few closely related objectives as set out in the strategic framework. The subprogramme structure shall correspond, to the extent possible, to an organizational unit, normally at the division level.
See also: “Budget fascicle”
An output category covering the provision of core counselling, advice and reporting services to UN meetings and consultations, both formal and informal, of intergovernmental bodies such as the General Assembly and its sessional bodies; the Security Council; the ECOSOC and its sessional bodies; the subsidiary organs of the General Assembly, the Security Council and ECOSOC and those of suborgans/working groups of those subsidiary bodies; consultations of the treaty bodies; the other organs/conferences held under the United Nations auspices and their subsidiary bodies; and Pledging conferences. Informal meetings are only those scheduled with interpretation. Technical services such as interpretation and translation are not part of substantive servicing. Servicing of a three-hour meeting is considered as one output.
See also: “Output category”
A study conducted by independent evaluators at the end of a project or programme to measure extent to which anticipated results were achieved; ascertain the effectiveness and relevance of approaches and strategies; indicate early signs of impact; and recommend what interventions to promote or abandon. Summative or Terminal evaluation is intended to provide information about the merit and worth of the project or programme.
See also: “Evaluation”
Systematic collection of information from defined respondents through the administration of a structured questionnaire in person, by telephone, by mail, or by web. A survey can be administered to the universe of all respondents or to a sample of that universe.
The extent to which the impact of the programme or project will last after its termination; the probability of continued long-term benefits.
See also: “Impact”
The process of identifying relationships between variables and aggregating data with a view to reducing complexity and drawing conclusions.
See also: “Data”
Status of programmed outputs not delivered to the intended users during the biennium. Termination can be by legislative decision or at the discretion of the Secretariat. Programme managers are encouraged to exercise their discretion to terminate outputs if they become redundant, duplicative, obsolete, irrelevant, or when extrabudgetary resources are not available to implement them in either the current or future biennium.
See also: “Output”
The process of cross-checking to ensure that the data obtained from one monitoring and evaluation method are confirmed by the data obtained from a different method.
See also: "Data”, “Reliability”