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 ”
Refers to the scope of the evaluation and is not to be considered a category or type of evaluation.
Both internal and external evaluation can be "in-depth" when they take a comprehensive and broad-ranging review of the work of a programme or organizational entity. In-depth evaluation can be undertaken by external entities or by programme managers. The objective is to make recommendations that will help the Senior Managers, intergovernmental bodies or the General Assembly to formulate decisions aimed at increasing the overall relevance, effectiveness and impact of the programmes of the United Nations.
See also: “Evaluation”, "External evaluation", "Internal evaluation"
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”
A system of inputting, collating and organizing data that should provide selective analyses and reports to the management, to assist in monitoring and controlling the project organization, resources, activities and results.
See also: “IMDIS”
Evaluation that is managed and/or conducted by entities within the programmes being evaluated. There are two types of internal evaluation, namely:
(1) Mandatory Internal Evaluation (Self-assessmetns)
(2) Discretionary Internal Evaluation (Self-evaluation)
See also: "External evaluation", "Self-evaluation”, "Mandatory internal evaluation/Self-assessments", "Discretionary internal evaluation/self-evaluation", “Accomplishment account”, “Results-based management (RBM)”
Personnel, finance, equipment, knowledge, information and other resources necessary for producing the planned outputs and achieving expected accomplishments.
See also: “Output ”
Inspections address specific mandates, management issues or areas of high risk and recommend remedial action. Inspection teams also examine procedures set in place by management to ensure adequate preparation, implementation, evaluation and control of the programme of work and the resources appropriated for it.
See also: “Audit”, “Evaluation”
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”.