|Participatory evaluation||Programme manager|
|Performance||Programme performance report|
|Performance assessment||Programmed outputs|
|Performance measure||Projects/Programme cycle management|
|Performance measurement||Project evaluation|
|Performance monitoring||Project document|
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”
A broad term for the involvement of various stakeholders in evaluation. It involves the collective examination and assessment of a project or subprogramme by the stakeholders (programme managers and staff included) and solicits views of end-users and beneficiaries. Participatory evaluations involve reflective, action-oriented assessments of performance and accomplishment which yield lessons learned and instructive practices.
See also: “Evaluation”
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”
Planned activity or a set of planned, interrelated activities designed to achieve certain specific objectives within a given budget, organizational structure and specified time period. Within the Secretariat, projects are used in technical cooperation activities.
See also: “Programme”
A tool for understanding the tasks and management functions to be performed in the course of a project or programme’s lifetime. This commonly includes the stages of identification, preparation, appraisal, implementation/supervision, monitoring, evaluation, completion and lesson learning.
See also: “Results-based management (RBM)” , “Work plan”
Evaluation of an individual project designed to achieve specific objectives within specified resources, in an adopted time span and following an established plan of action, often within the framework of a broader programme. The basis of evaluation should be built into the project document.
See also: “Evaluation”
A formal document covering a project, which sets out, inter alia, the needs, results, outputs, activities, work plan, budget, pertinent background, supporting data and any special arrangements applicable to the execution of the project in question. Once a project document is approved by signature, the project represents a commitment of resources.
See also: “Project evaluation”, "Project/Programme cycle management”
Proxy indicator is used when it is difficult to identify direct indicators to measure the result. Proxies are indicators that may tell us indirectly whether a result has been achieved.
See also: “Indicator of achievement”, “Causal relationship”, “Indicator”, “Data”