Programme Performance Report
For the Biennium 2014-2015

10 February 2017

i

Contents
Abbreviations .................................................................................................................................................. iv
List of Charts and Tables ................................................................................................................................vii
Executive Summary....................................................................................................................................... viii
Introduction ...................................................................................................................................................... 1
Methodology .................................................................................................................................................... 1
Summary of Achievements.............................................................................................................................. 1
Non-programmed Results ............................................................................................................................... 3
Leading Output - Beneficiaries ........................................................................................................................ 3
Other Outputs .................................................................................................................................................. 9
Performance Challenges and Lessons to be Learned .................................................................................. 10
ANNEX I: PROGRAMME PERFORMANCE BY STRATEGIC OBJECTIVE
PROGRAMME OBJECTIVES (PO)
PO 1
PO1.1
PO1.2

STRENGTHEN MULTILATERALISM
Empower Delegates for Effective Participation in Intergovernmental Debates and Decision-Making
Research Capacities Developed to Broaden the Participation in International Work and Debates on Global
Issues

PO 2
PO2.1
PO2.2
PO2.3
PO2.4

PROMOTE ECONOMIC DEVELOPMENT AND SOCIALINCLUSION
Strengthen Capacities for Trade, Finance, Investment, and Intellectual Property
Strengthen Capacities to Address Human Mobility in the Context of Development Objectives
Strengthen Capacities to Development and Good Governance
Strengthen Capacities to Increase Employability, to Optimize the Potential of Creative Industries and toProtect Cultural and Natural Heritage

PO 3
PO3.1
PO3.2
PO3.3

ADVANCE ENVIRONMENTAL SUSTAINABILITY AND GREEN DEVELOPMENT
Strengthen Capacities to Foster a Green and Low Carbon and Climate Resilient Transition
Strengthen Capacities to Manage Dangerous Chemicals and Wastes in a Sound and Sustainable Manner
Strengthen Governance Structures and Skills for Public Participation and Open, Transparent, Accountable
and Rights-based Decision-making

PO 4
PO4.1

PROMOTE SUSTAINABLE PEACE
Strengthen Capacities of Member States, UN and Regional Organizations to Prevent and Resolve Conflict,and Build Peace
Improve the Preparedness of Civilian, Military and Police Personnel to Serve in Peace Operations
Develop Capacities of Countries in Transition from Post-Conflict Situations

PO4.2
PO4.3
PO 5
PO5.1
PO5.2

IMPROVE RESILIENCE AND HUMANITARIAN ACTION
Leverage Technology to Generate Geospatial Information and Create Integrated Solutions for Human
Security, Peace and Socio-Economic Development
Develop Credible and Reliable Support Systems for Improved Disaster Risk Reductionii

FUNCTIONAL OBJECTIVES (FO)
FO 1
FO1.1

SOUND EXECUTIVE LEADERSHIP
Maintain Effective Leadership, Stewardship, Governance and Outreach

FO 2
FO2.1
FO2.2

STRENGTHEN PROGRAMMING FOR RESULTS
Further Strengthen Internal Capacities for Effective and Efficient Planning and Delivery of Results
Further Strengthen the Quality of UNITAR Products and Services

FO 3
OPTEMIZE EFFICIENCY
FO 3.1 Optimize Efficiency by Leveraging Programme Synergies, Streamlining Internal Operations and Reducing
External Service Costs
FO 4
INCREASE AND DIVERSIFY FINANCIAL RESOURCES AND PARTNERSHIPS
FO 4.1 Increase and Diversify Financial Resources with an Emphasis on New, Emerging Donor Countries and thePrivate Sector
FO 4.1 Increase the Breadth and Depth of Partnerships in Programming
FO 5
ENHANCE COMMUNICATIONS
FO 5 .1 Enhance Coherence and Effectiveness of Communications, Engage Stakeholders and Strengthen Branding
ANNEX II: LIST OF REPORTED NON-PROGRAMMED RESULTS

iii

Abbreviations
A3
ACOTA
ARP
ACP
AU
BADEA
BRS
CAF
CAR
CCP
CDT
CEDRIG
CEOS
CERN
CIFAL
CITSS
COP
CRT
CTA
CTCN
CWM
DAC
DCP
DFS
DPA
DPKO
DRC
DRR
ECBCheck
ECOSOCECOWAS
EGP
EMS
ESA
ERP
EU
FAO
FBS
FO
GA
GCP
GDACS
GE
GEF

Incoming, Current and Outgoing African Members of the Security Council
African Contingency Operations Training and Assistance Programme
Afghan Resource Person
African, Caribbean and Pacific countries
African Union
Arab Bank for Economic Development in Africa
Basel, Rotterdam and Stockholm Conventions Secretariat
Development Bank of Latin America
Central African Republic
Climate Change ProgrammeCore Diplomatic Training
Climate, Environment and Disaster Risk Reduction Integration GuidanceCommittee on Earth Observation Satellites
European Organization for Nuclear ResearchCentre international de formation des acteurs locaux (International Training Centre for Local
Actors)Communication and Information Technology Support Section
Conference of the Parties
Criterion referenced test
Technical Centre for Agriculture and Rural Cooperation (Lomé Convention)
Climate Technology Centre and Network
Chemicals and Waste Management Programme
Development Assistance Countries (OECD)
Decentralized Cooperation Programme
Department of Field Services
Department for Political Affairs
Department of Peacekeeping Operations
Democratic Republic of the Congo
Disaster Risk Reduction
e-Learning Capacity Building Certification Scheme
Economic and Social Council
Economic Community of West African States
Environmental Governance Programme
Events Management System
European Space Agency
Enterprise resource planning
European Union
Food and Agriculture Organization
Finance and Budget Section
Functional Objective
General AssemblyGreen Development and Climate Change Programme
Global Disaster Alert and Coordination
Green Economy
Global Environment Facility
iv

GFMD
GHS
GIS
GWP
HA
HFA
HO
HRS
KSI
EIFPA
ICAO
IETC
IOMC
KPI
KSI
LDC
LLDC
MDP
MEA
MEFMI
M&E
MHUV
MIA
MOOC
Nano
NAP
NGO
NM
NYO
OCHA
OED
OHCHR
QAC
PAGE
PCB
PHPO
PFTP
PRM
PMCP
PO
POPs
PPR
PPRS
PTDF
PRTR
PTP
QAC
QAF

Global Forum on Migration and Development
Global Harmonized System
Geographic Information System
Global Water Partnership
Humanitarian Assistance
Hyogo Framework for Action
Hiroshima Office
Human Resources Section
Knowledge Systems Innovation
Public Finance Institute of Argentina
International Civil Aviation Organization
International Environment Technology Centre (UNEP)Inter-Organization Programme for the Sound Management of Chemicals
Key Performance Indicator
Knowledge Systems Innovation Section
Least-developed Country
Land-locked Developing Country
Multilateral Diplomacy ProgrammeMultilateral Environmental Agreement
Macroeconomic and Financial Management InstituteMonitoring and Evaluation
Ministère de l’Habitat, de l’Urbanisme et de la Ville (Algérie)Mercury Initial Assessment
Massive Open Online Course
Nanotechnology
National Adaptation Plans
Non-governmental Organization
Not measured
New York Office
Office for the Coordination of Humanitarian Affairs
Office of the Executive Director
Office of the High Commissioner for Human Rights
Quality Assurance Committee
Partnership for Action on Green Economy
Polychlorobiphenyls
Port Harcourt Project Office (UNITAR)
Public Finance and Trade ProgrammePartnership and Resource Mobilization Section
Peacemaking and Conflict Prevention Programme
Programme Objective
Persistent Organic Pollutants
Programme Performance Report
Planning, Performance and Results Section
Petroleum Technology Development Fund
Pollutant Release Transfer Registrar
Peacekeeping Training Programme
Quality Assurance Committee
Quality Assurance Frameworkv

REACH
RBM
REDD+
RTI
SAICM
SCP
SDG
SG
SIDS
SPG TTSRSG
ToTUN CC:Learn
UNCTAD
UNFCCCUNEP
UNESCAPUNDPUNOSATVLE
WAIFEM
WCDRR
WHS
WTO

Registration, Evaluation, Authorization and Restriction of Chemicals
Results-based Management
Reducing Emissions from Deforestation and Forest Degradation
Research and Training InstituteStrategic Approach to Integrated Chemicals Management
Sustainable Consumption and Production
Sustainable Development Goal
Secretary-General
Small Island Developing StatesSpecial Purpose Grant Tracking Tool
Special Representatives of the Secretary-General
Training of Trainers
One United Nations Climate Change Learning Partnership
United Nations Conference on Trade and Development
United Nations Framework Convention on Climate Change
United Nations Environment Programme
United Nations Economic and Social Commission for Asia and the PacificUnited Nations Development Programme
UNITAR Operational Satellite Applications Programme
Virtual Learning Environment
West African Institute for Financial and Economic Management
World Conference on Disaster Risk Reduction
World Heritage Sites
World Trade Organizationvi

List of Charts and Tables
ChartsChart 1: 2014-2015 Expected Accomplishments
Chart 2: 2014-2015 Planned Outputs
Chart 3: Planned v. Actual Beneficiary Outputs by Programme Objective Area
Chart 4: Planned v. Actual and Additional Beneficiaries
Chart 5: Number of Beneficiaries
Chart 6: Number of Events
Chart 7: Number of Event Days
Chart 8: Proportion of Training-related Event Days
Chart 9: 2014-2015 Event Days Distribution by UNITAR Division
Chart 10: Training-related Beneficiaries (by Partnership)
Chart 11: Beneficiary Breakdown (Development Status)
Chart 12: Beneficiary Breakdown (Developing Countries)
Chart 13: Beneficiary Breakdown (Region)
Chart 14: Beneficiary Breakdown (Region and Gender)
Chart 15: Beneficiary Breakdown (Affiliation)
Chart 16: Beneficiary Breakdown (Affiliation and Gender)
Chart 17: Beneficiaries (Learning Delivery)
Chart 18: Learning Event Certifications (Objective Assessment)
Chart 19: Beneficiary Feedback
Chart 20: Application of Knowledge/Skills

TablesTable 1: Performance Reporting Traffic Light Indicators
Table 2: Performance Against Accomplishment Target Indicators
Table 3: Performance Against Output Target Indicatorsvii

Executive Summary
This report records actual programme performance against planned performance based on theindicators of achievement (outcomes) and planned outputs of the revised 2014-2015 programmebudget. Out of the 138 outcome indicators, 51 per cent were recorded as either having beensurpassed or met within 10 percent of target, while 19 per cent were partially achieved and 17 percent were not achieved. Out of the 169 planned outputs, 60 per cent were recorded as either having
been surpassed or met within 10 percent of target, while 27 per cent were not achieved. A numberof outcome and output indicators were not measured, and 30 non-programmed results
accomplishments/outputs were reported.
Trained beneficiaries are by far the Institute’s leading, final output. Over the course of the 20142015 budget cycle, UNITAR registered a record number of 73,610 beneficiaries, exceeding by far
the number of planned beneficiary outputs in the programme budget and representing the greatest
outreach ever recorded in the history of the Institute. Beneficiaries from training-related events
numbered 45,589, while the number of knowledge-sharing beneficiaries registered from
conferences, side events and public lectures was 28,021. Seventy-seven per cent of training-related
beneficiaries came from developing countries, with approximately half of this grouping represented
by beneficiaries from countries in special situations, including the Least Developed Countries, theLandlocked Developing Countries and the Small Island Developing States. The overall male tofemale ratio for the biennium was 65 to 35 (and 57 to 43 without counting peacekeeping training).
The Institute delivered an increasing number of events over the course of the biennium, with 2015
marking an all-time high of 487 events and 2,152 cumulative ‘event days’. Online learning continues
to represent an important delivery modality, with some 45 per cent of beneficiaries from eventswith specific learning outcomes trained through e-courses and webinars. Over the course of the
2014-2015 cycle, UNITAR further strengthened its partnership strategy, with some 81 per cent oftraining-related beneficiaries taking part in events organized with partners.
Beneficiary feedback from UNITAR’s learning services continued to be positive, with respondents
agreeing or strongly agreeing that training events were job relevant (88 per cent), that information
was new to them (75 per cent), that there was intent to use the information (90 per cent) and thatthe events were considered as overall useful (92 per cent). The number of learning event
participations, completions and certifications for the biennium stood at 39,309 participations and28,901 completions, with a completion rate of 74 per cent. Of the sampled participants, 82 per centand 79 per cent of respondents confirmed having applied/transferred knowledge/skills in 2014 and2015, respectively.
In addition to beneficiaries from training events and knowledge-sharing conferences, the Institutealso delivered a number of other outputs, including 628 satellite imagery derived maps and reports
to support the international humanitarian community covering both natural disasters and conflictsituations.
viii

While overall performance is satisfactory for the biennium, the Institute encountered a number ofchallenges which explain non- or under-achievement of planned results related to donor funding
and project delivery delays with implementing partners. These and other performance challenges
are discussed more thoroughly in the report, and several important lessons to be learned are also
identified.

ix

Introduction
1.

The Programme Performance Report for the 2014-2015 Biennium presents the results of the fourth
performance reporting exercise that UNITAR has undertaken since results-based programmebudgeting was introduced in 2008. The report compiles performance information from all UNITAR
offices, programmes, sections and units (collectively, divisions) specifying expected results in therevised 2014-2015 programme budget, in accordance with the respective high-level programme andfunctional objectives. In addition to recording an assessment of expected accomplishments, thereport also includes ratings against output targets and lists any non-programmed results (i.e.
outcomes or outputs not included in the revised budget) that have been achieved.

Methodology
2.

Programme performance reporting is a key element of the Institute’s accountability framework andis undertaken by managers as a self-assessment exercise using a harmonized reporting format. Basedon the actual performance reported by UNITAR divisions, the Planning, Performance and Results
Section (PPRS) assigned traffic light ratings to each expected accomplishment (outcome) indicatorand output recorded in the revised programme budget. In addition to the green, yellow and red
traffic light codes used in previous reporting periods, an amber coloured rating was added to thepresent report. In contrast to previous exercises, the report presents the Institute’s performance on
the basis of the programme and functional objectives as opposed to performance on a programmeby programme basis.
Table 1: Performance Reporting Traffic Light Indicators

Target surpassed or
met within 10%

3.

achieved (from 10% 25% of target)

Achieved (from 26% 44% of target)

Not achieved (lessthan 45% of target)

Not measured orreported

Indicators of achievement for the expected accomplishments are for the most part based on
quantitative performance measures (numbers or percentages), while output performance may bemeasured quantitatively, qualitatively or in binary terms (i.e. as having been achieved, partiallyachieved or not achieved).

Summary of Achievements
4.

The Institute planned to achieve 92 accomplishments (outcomes) for the 2014-2015 biennium(measured against a total of 138 performance indicators), including 65 and 27 accomplishments
under the budget’s programme and functional objectives respectively. Forty-six of the 65
programme-related accomplishments (or 70 per cent) are learning-related (e.g. development ofknowledge, skills, attitudes or awareness).

5.

As shown in Table 2 and Chart 1 below, 71 accomplishment indicators (or 51 per cent) were recordedby management as either having been surpassed or met within 10 percent of target, 10 (or 7 percent) partially achieved within 25 per cent of target, 3 (or 2 per cent) within 44 per cent of target and23 (or 17 per cent) not achieved. Thirty-one expected accomplishment indicators (or 22 per cent)were not measured or recorded.

1

Table 2

Chart 1: 2014-2015 Expected Accomplishments

Performance Against Accomplishment
Target Indicators
N
71

10

3

23

22.46%

Total
31

138
51.45%
16.67%
2.17%
7.25%
green

6.

yellow

amber

red

NM

As shown in Table 3 and Chart 2 below, 101 outputs (or 60 per cent) were recorded by management
as either having been surpassed or met within 10 percent of target, 12 (or 7 per cent) partiallyachieved within 25 per cent of target; 1 (or 0.5 per cent) within 44 per cent of target and 45 (or 27
per cent) not achieved. Ten planned outputs (or 6 per cent) were not measured or recorded.

Table 3Chart 2: 2014-2015 Planned Outputs

Performance Against Output Target
Indicators
N
101 101

12

1

4510

5.92%

Total
10

26.63%

169

59.76%
0.59%
7.10%

green

yellow

amber

red

NM

7.

Annex I provides a breakdown of accomplishment and output ratings by strategic and functional
objectives. As with previous programme budgets, the nature of accomplishments and outputs varies
considerably. In addition to external results (e.g. strengthened individual and institutional capacities
of beneficiaries in the major thematic areas of the Institute’s programming), a number ofaccomplishments reflects in-ward looking outcomes, such as the maintenance of sound financial
statements, improved accountability for delivering results, or increased cost-effectiveness of IT
solutions and plans.

8.

As shown above, a number of accomplishment and output areas were not measured or reported.
Reasons for non-measurement/non-reporting may include technical difficulty, lack of readily
available data or time constraints in measuring the indicators.

2

Non-programmed Results
9.

Divisions reported a total of 30 non-programmed results accomplishments/outputs (i.e. not includedin the revised 2014-2015 programme budget). Non-programmed results were both outward- andinward-looking and include, for example, strengthened capacities of high-level officials in preparation
for participation in peace/security-related bodies (Peacekeeping Training Programme); strengthened
capacities on governance and sustainable development related topics through e-Learning(Decentralized Cooperation Programme); or strengthened knowledge and skills regardingtransparency in the public service, anti-corruption, leadership, change management in the Sahelregion (Hiroshima Office). A number of non-programmed results were also recorded under thefunctional objective areas, the most significant being the migration to the Atlas ERP system. A
complete list of non-programmed results reported by divisions is attached as Annex II.

Leading Output - Beneficiaries
10.

Beneficiaries from training-related and knowledge-sharing events are the Institute’s leading output.
UNITAR provided training and knowledge-sharing services to 73,610 beneficiaries during the 20142015 biennium, representing the third consecutive two-year budget cycle in which the 50,000
benchmark was surpassed and the largest number of recorded beneficiaries in the Institute’s history.1

11.

This number exceeded by far the number of planned beneficiary outputs, as illustrated in Charts 3
and 4 below. This discrepancy is due, in part, to a higher than planned number of participations underthe environment and peace clusters of the programme budget and in particular from the African
Contingency Operations Training and Assistance Programme (ACOTA) training workshops for African
peacekeepers and the UN CC:Learn introductory e-courses on climate change. Chart 4 illustrates anadditional 33,420 beneficiary outputs recorded in the Institute’s Event Management System (EMS).
These additional beneficiaries may have resulted from non-programmed training activities and/or
knowledge-sharing outreach events such as conferences, public lectures or side-events not recordedin the programme budget.
Chart 4: 2014-2015 Planned v. Actual and
Additional Beneficiaries

Chart 3: 2014-2015 Planned v. Actual Beneficiary
Outputs by Programme Objective Area
45000
40000
35000
30000
25000
20000
15000
10000
5000
0

45000

40500

40000
35000

33208

33110

30000
25000
20000
15000
10000
5000
0
PlannedPlannedActualActualAdditional EMS
Reported

1 This figure is inclusive of all UNITAR divisions, in addition to the Global Network of International Training Centres for Authorities

and Leaders (CIFAL). The figure is adjusted slightly downward from previously reported figures due to calculation errors in the
Events Management System. The figure does not include beneficiaries from seven events from three divisions (CIFAL, CCP and
DCP) in which the participants were not reported.

3

12.

As shown in Chart 5, the number of beneficiaries from training-related events organized by UNITAR
increased during the biennium, from 16,811 to 28,778 (71 per cent increase), while the number ofconference knowledge-sharing beneficiaries decreased from 17,146 to 10,875 (37 per centdecrease).2 The overall number of beneficiaries increased from 34,267 to 39,653 (16 per cent) overthe course of the biennium. This shift is very much in line with the priority that UNITAR places on
training-related programming and is reflected also in the number and proportion of events days
(Charts 7 and 8 on page 5).

13.

UNITAR also delivered an increasing number of events over the course of the biennium, with 2015
marking an all-time high of 487 events, as shown in Chart 6. Seventy-six per cent of UNITAR events aretraining-related, and 65 per cent of all events (and 84 per cent of training-related) are developed withspecific learning objectives.3 Fifty-two per cent (or 320 events) of learning-specific events include an
objective assessment of learning. Broader knowledge-sharing outreach events, such as conferences,public lectures and side events, represent a smaller share, at 23 per cent, of all events recorded during
the biennium.

Chart 5: Number of Beneficiaries

Chart 6: Number of Events

45000

1200

40000
1000
35000

10875
225

30000

800
17146

25000

6232

600

20000
15000

10192
28778

10000
5000

6954

16811

4643

400

10060

200

138

87
737

18718

11057
5754

337

400

0
Male

FemaleTotal

2014
Training-related

14.

Male

Female

Total

0
2014

2015
Knowledge-sharing

Training-related

2015

Total

Knowledge-sharing

UNITAR delivered a total of 4,301 ‘event days’ over the course of the 2014-2015 biennium, 88 per centof which were training-related (see Charts 7, 8 and 9).4 The breakdown both in terms of numbers andtypes of events varies widely across UNITAR divisions, as illustrated in Chart 9. Some programme areas,such as Knowledge Systems Innovation, Multilateral Diplomacy and Peacekeeping, focus entirely or
almost entirely on training-related events and outputs (many of which were specific to learning
outcomes), whereas other programmes, such as the Climate Change Programme, the Hiroshima Office

2 The earlier reported figure of 16,929 training-related beneficiaries for 2014 is adjusted to 16,811. The overall number ofbeneficiaries for 2014 is adjusted to 33,957.
3 Training-related events include briefings, courses, fellowship programmes, meetings, retreats, seminars and webinars. Not all
training-related events include specific learning objectives. Broader knowledge sharing events include conferences, public
lectures, side events and ‘other’ events.
4 Number of events recorded independent of beneficiaries. Seven events were recorded without beneficiaries: 5 DCP, 1 CIFAL and
1 GCP.

4and UNITAR Operational Satellite Applications Programme (UNOSAT), engage in a mixture of trainingrelated and broader knowledge-sharing events and outputs.
Chart 7: Number of Event Days

Chart 8: Proportion of Training-related Event Days

5000
499

4500

12%

4000
3500
3000

270

2500
229

2000

3812

1500
1000

2152

1660

500

88%

0
2014

2015
Training-related

Total
Other

Training-related

Other

Chart 9: 2014-2015 Event Days Distribution by UNITAR Division
800
700
600
500
400
300
200
100
0
CIFAL

DCP

KSI

UNOSAT

PFTP

PTP

PMCP

Training-related

EGP

CWM

CCP

NYO

HO

Knowledge-sharing

15. The Institute’s emphasis on partnerships
continues to strengthen, with 36,766 (or 81 percent) training-related beneficiaries taking partin events implemented with partners during thebiennium, up from 64 per cent) during the 20122013 cycle (see Chart 10). Partners haveincluded organizations as diverse as other
UnitedNations
agencies,
regionalorganizations, national training institutes,
foundations, universities, non-governmentalorganizations and the private sector.

Chart 10: Training-related Beneficiaries (by Partnership)

19%

81%
With partners

MDP

16. TheInstitutetargets
primarily
beneficiaries from developing countries (seeChart 11), with 77 per cent of training-

Without partners

5related beneficiaries coming from this grouping (and 32 per cent of all beneficiaries coming fromthe Least-developed Countries (similar to 2012-2013). Chart 12 illustrates the breakdown within
the group of developing countries. The proportion of beneficiaries from countries in special
situations, comprising the LDCs, Land-locked Developing Countries (LLDCs) and the Small Island
Developing States (SIDS), accounts for half of developing country beneficiaries.
Chart 11: Beneficiary Breakdown (Development Status)

Chart 12: Beneficiary Breakdown (Developing Countries)

22%

23%
32%
50%

5%

19%

1%

45%

Developed

17.

Developing

LDC

3%

LDC

LLDC

LDC and LLDC

SIDS

LDC and SIDS

Other developing

As shown in Chart 13, the largest proportion of training-related beneficiaries comes from Africa (41per cent), followed by Latin America and the Caribbean (21 per cent), Asia and the Pacific (18 percent), Europe (13 per cent) and Middle East and North America at 2 and 5 per cent, respectively.

Chart 13: Beneficiary Breakdown (Region)

2%

Chart 14: Beneficiary Breakdown (Region and Gender)
18000
16000
14000
12000
10000
8000
6000
4000
2000
0

5%

21%

41%

13%

18%

18.

AfricaAsia and Pacific

EuropeLatin America and Caribbean

Middle East

North America

Male

FemaleThe distribution of beneficiaries by sex within the regional breakdown (Chart 14) is relatively
balanced, with the exception of Africa, which is due primarily to the high number of African militaryand policy personnel enrolled in the ACOTA peacekeeping training events. The overall male tofemale ratio for the 2014-2015 biennium stands at 65-35 (and 57-43 without peacekeeping training
beneficiaries). As shown in Charts 15 and 16, government-affiliated beneficiaries represent the6largest proportion of training-related participations, and equally the affiliation with the greatest
gender disparity (again largely attributed to the training targeting African peacekeepers).
Chart 15: Beneficiary Breakdown (Affiliation)

Chart 16: Beneficiary Breakdown (Affiliation and Gender)
18000

8%

9%

16000
5%

14000

17%

12000
10000
8000
6000

6%

4000
7%

2000
0

48%

UN

International organization

GovernmentNGO

Private Sector

Academia
Male

Other

19.

FemaleOnline learning continues to represent an important medium in which UNITAR delivers its training.
Over the 2014-2015 biennium, UNITAR delivered events through e-Learning to over 17,000
participants across the globe, which represent close to 45 per cent of all UNITAR ‘learner’
beneficiaries. As a mode of delivery, e-Learning accounts for nearly 60 per cent of all training courses(see Chart 17). With less than two per cent of beneficiaries recorded from blended initiatives, thepotential benefits of this form of training remain to be harnessed.

Chart 17: Beneficiaries (Learning Delivery)

20. Thenumberoflearning
event
participations, completions and certifications forthe biennium stands at 39,309 participations and28,901 completions, with a completion rate of 74
per cent. Of the Institute’s 617 events with specificlearning outcomes, 346 (or 56 per cent) included
an objective assessment of learning (usually in theform of a post-test or criterion reference test
(representing 20,550 (or 57 per cent) of alllearning beneficiaries).

2%

44%
54%

21. The Institute revised its certification policy
in January 2014 limiting the issuance ofcertificates of completion to beneficiaries meeting
certification requirements of events with learning
Face to face
e-Learning
Blendedoutcomes and which included some form ofobjective assessment.
As Chart 18 below
illustrates, most beneficiaries completing learning events with objective assessments have met the7requirements for certification of completion. Certification of completion rates varied little across sex,
although the 2014 rate was considerably higher than the 2015 rate (at 85 and 47 per centrespectively).5
Chart 18: Learning Event Certifications (Objective Assessment)
8000
6687

7000
6000

5291

5000
4000

4688

4341

3884
3065

2873

2519

3000

2202

1907

2000
546

1000

2339

2002
1489 1384

295

0
Male

FemaleMale

Female2014
Participations

22.

2015
Completions

Certificate of Participation

Certificate of Completion

UNITAR continues to monitor feedback from beneficiaries with a view to assessing its training
services across four key indicators: job relevance, newness of information, intent to use and overall
usefulness. Of 617 learning events delivered to 41,449 participants during the biennium6, feedback
from respondents continued to reflect a high degree of appreciation with (and value in) UNITAR
training services. Based on data collected (see Chart 19), respondents agreed or strongly agreed thattraining was job relevant (88 per cent), that information was new to them (75 per cent), that it was
likely they would use the information (90 per cent) and that the event was considered to be overall
useful (92 per cent). The sex-disaggregated results (not shown) for 2014-2015 showed very little if
any difference in the ratings.

Chart 19: Beneficiary Feedback
Respondent Average 4 (Agreeing) or 5 (Strongly Agreeing) Rating
100%
90%

85%

88%

89%

90%

90%

80%

69%

70%

92%

75%

60%
50%
40%
30%
20%
10%
0%
Job Relevance

Intent to Use

Newness of Information

2012-2013

Overall usefulness

2014-2015

5 This difference may be attributed to reporting errors in 2014 with the revised certification policy change taking effect on 1

January 2014.
6 Data was taken from 25,038 participants and 484 events in which feedback evaluation was recorded, representing 80 per centof all learning events. The average response rate was 50 per cent.

8

23.

UNITARadministeredanonlineChart 20: Application of Knowledge/Skills
questionnaire to randomly sampled
participants from 2014 and 2015 learning
90%
events to measure the extent to which
80%82%
knowledge/skills
acquiredthrough
79%
70%
UNITAR
training
has
been
60%
transferred/appliedtoparticipants’
50%
workplaces. Of the sampled participants,
40%
82 per cent and 79 per cent of30%
respondents
confirmed
having20%
applied/transferred knowledge/skills in
21%
18%
10%
2014 and 2015, respectively (see Chart
0%20).7 Of those respondents, 36 per cent
2014
2015
and 37 per cent indicated that
AppliedDid not apply
transfer/application was on a frequentbasis and 40 per cent and 39 per cent on
an occasional basis for 2014 and 2015, respectively. The leading promoters of application/transfer
were opportunity to apply and importance to job success, and the top two barriers were lack ofopportunity and lack of time. Application rates varied in 2015 by sex and affiliation, with 81 per centand 74 per cent of male and female respondents affirming application, respectively.

Other Outputs
24.

Parallel to emphasis being placed on training and learning-related outputs, the Institute has also
produced a number of other products and services, the most noteworthy being the rapid mapping
imagery and analysis undertaken by UNOSAT. Over the course of the biennium, 628 satellite imagery
derived maps and reports were produced to support the international humanitarian community,
covering both natural disasters and conflict situations, such as floods in Chad, Myanmar and Pakistan(UNDP, OCHA), a landslide in Afghanistan (OCHA and UNESCAP) and damage assessments in Gazaand Syria.

25.

Other non-beneficiary outputs produced include continued research in partnership with the
University of Geneva and CERN on the cloud and crowd sourcing methodologies, with the Geotag-X
receiving international recognitions in 2014; research related to the post 2015 disaster risk reduction
framework; the development on an online knowledge assessment of the Global Water Partnershipfor Southern Africa Water, Climate and Development Training Programme; the development of an
online repository of UN rules of procedure; and the publication and dissemination of various
knowledge products, including Strengthening the Practice of Peacemaking and Preventive Diplomacy
in the United Nations: The UNITAR Approach.8

7 Based on sample sizes of 1,300 and 3,000 participants from 2014 and 2015 learning events, respectively. Only events with valid

participant email addresses were included in the study.
8 This list is non-exhaustive. Other outputs include those produced by the functional support services.

9Performance Challenges and Lessons to be Learned
26.

UNITAR divisions identified a number of performance challenges and lessons to be learned, some ofwhich were reflected in the previous performance reporting exercise. Although not exhaustive,
performance challenges explain non-achievement or under-achievement of planned results, andinclude external and internal factors related to the contextual environment in which UNITAR
operates.

27.

External factors include: the delay, decrease or withdrawal of committed donor funding, or the failure to mobilize pledgedor anticipated donor funding for projects;
 the delay in project delivery by implementing partners funded through grant arrangements;
 the proposed consolidation of the United Nations research and training institutes, which was
initiated in 2012 as part of the Secretary-General’s Change Management/Implementation Plan
and continued into the 2014-2015 biennium, which created a period of institutional uncertainty;
and the migration of the Secretariat’s Integrated Management and Information System (IMIS) ERP
system to Umoja, requiring UNITAR to quickly identify an ERM solution meeting its organizational
particularities and needs.

28.

Internal factors include: human resource-related events or constraints (e.g. changes in the management of several
programmes, including the Chemical and Waste Management, Climate Change and International
Law programmes, the New York Office, as well as the closure of the Environmental Governance
Programme and the integration of its programming components into other divisions; limited
number of staff and staff stability, and continued reliance on and frequent turn-over of gratis
personnel such as interns, trainees and collaborators requiring much effort and time to identify,‘on-board’ and supervise such personnel); staff slowly adapting to or accepting new systems,
guidelines and approaches e.g. regularly confirming beneficiary outputs or delayed programme
reporting; applying quality assurance guidelines or following up on recommendations, or meeting
deadlines to enable functional divisions to provide required services on-time; administrative and finance-related factors (e.g. managing a large number of donors with varying
financial and narrative reporting modalities, requiring greater allocation of human resources toaddress matters that would normally be necessary; limited access to activity funds for thefunctional/support divisions, given financial constraints for Management to operate within the
programme support budget based on cash availability; the excessively fragmented number ofproject accounts creating administrative and financial inefficiencies with a high volume ofallotment transactions, reporting and other processing requirements);
 organization-related factors (e.g. IT upgrading and migration to new platforms, such as the EMS,
requiring additional testing to ensure accuracy in the reporting of events and beneficiaries;
additional tasks/responsibilities placed on some divisions as the result of post vacancies, such as
the review and clearance of a large number of partnership agreements processed by the Financeand Budget and the Planning, Performance and Results sections); and programme planning-related factors, such as seizing non-programmed project opportunities or
initiatives which produced, directly or indirectly, non- or under-achievement of planned results;
specifying overly ambitious indicators or performance measures at the outcome or output levels,
which may have prevented some of the expected accomplishments or planned outputs from nothaving been achieved.
10

29.

As with the previous biennium, the Institute has identified several important lessons to be learned,
including the need to ensure that: planned programming is rooted in the strong likelihood that earmarked projects will be funded,that performance targets are set realistically and that associated risks and contingency plans aredeveloped appropriately. In many external environments in which the Institute operates, closemonitoring of ‘on-the-ground’ political, security and other realities, risk management andflexibility are crucial to effective programming; sufficient technical expertise is integrated in the design stages of projects, particularly thoserequiring IT or other technical inputs, and that all project stakeholders, including the donor, arekept aware of the time and/or budgetary consequences in the event there are changes to thescope of a project during roll-out/implementation;
 project monitoring is regularly undertaken and in the event of implementation challenges or staff
changes to project or programme personnel, a more thorough review with modifications to work
planning and outputs is discussed and agreed with project stakeholders. In the event ofmanagerial changes to a programme, the preparation and dissemination of a thorough hand-overbrief with a comprehensive reporting of results is also instrumental to succession planning; and financial reporting is minimized to the extent possible for small scale projects, given the limited
capacity of the Institute’s Finance and Budget Section and the large number of earmarked projects
requiring financial reporting.

11

PO 1: Strengthen Multilateralism

Annex 1: Programme Performance Report 2014‐2015
PO1
1.1

STRENGTHEN MULTILATERALISM
Empower Delegates for Effective Participation in Intergovernmental Debates and Decision‐making
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

MDP

(a)

Outputs(i) Percentage of
Enhanced knowledge andbeneficiaryskills in the field ofrespondents who
multilateral diplomacy ofconfirm having met
Member State delegates inlearning objectives
Geneva and Vienna
mostly or fully

Increased awareness of
the Post 2015
development agenda(i) Percentage ofbeneficiary
respondents
agreeing of strongly

Target(rev)

70%

Actual88%

Output indicator(i) Knowledge and skills
development training
delivered to Member Statedelegates(i) Awareness raising delivered
to delegates of UN Member
StatesTarget (rev)

600

800

Actual595

806

From January 2014 toDecember 2015, 24 CDT
activities were implemented in
Geneva, Rome and Vienna,
with the aim to strengthen
participants’ capacity toenhance performance in thefield of multilateral diplomacy.
After each event an evaluation
was circulated amongst theparticipants in order to assess
whether these activities
enhanced their knowledge
about the course topic. 88% of
respondents confirmed having
met the course objectives
mostly or fully.
The revised performancemeasure (75%) has beensurpassed. 85% of participantsconfirmed that the training
activities contributed toincrease their awareness of thecourse subject 344

PagePO 1: Strengthen Multilateralism

Annex 1: Programme Performance Report 2014‐2015
MDP

MDP&KSI

MDP

(b)

(c)

(d)

development agenda
process among Member
States and otherstakeholders

Increased awareness ofcountry officials of
substantive topics ofinternational law

Strengthened knowledge,
skills and awareness ofcountry‐based diplomats
and other government
officers on the UN
intergovernmental
machinery, decision
making and multilateralconferences

agreeing of strongly
agreeing that theirawareness of thesubject matter has
increased(i) Percentage ofbeneficiary
respondents
agreeing or strongly
agreeing that theirawareness of thesubject matter has
increased(i) Percentage ofbeneficiary
respondents who
confirm having met
learning objectives
mostly or fully

75%

85%
(ii) Awareness raising delivered
to diplomats and otherstakeholders at the country
level through MOOC

70%

70%

NM

82%

1000

(i) Awareness raising training
delivered to diplomats andother government officials

600(i) In‐country tailor‐madecapacity building programmes
or training activities deliveredfor delegates of UN Member
States18 programmes,
400 delegates(ii) Awareness raising training
delivered to country‐based
diplomats and othergovernment officers through e‐
Learning courses

1,200

147

304

course subject. 344
beneficiaries from the Post
2015 were delivered in NY in
collaboration with the NY
Office, although only 147
stakeholders completed the
MOOC on the Post 2015
development agenda.
In March of 2015, theinternational law portfolio wastransferred to KSI. From Jan
2014 through February 2015,
MDP produced 304
beneficiaries; from March 2015
to December 2015, KSI
produced 145. The final
outcome indicator was notmeasured.

MDP has implemented 29 in‐
29 programmes country training activities. MDP
548 delegates has delivered awareness raisinge‐learning courses for 1,044
country‐based diplomats andother government officers andhas improved the instructional
design of 3 on‐line courses with
Articulate Storyline. MDP has
also
made available the United
1,044
Nations Rules of Procedure
Repository Platform by whichusers can find hyperlinks toPage

PO 1: Strengthen Multilateralism

Annex 1: Programme Performance Report 2014‐2015(iii) Development of training
tools, instructional design for 2
to 5 new courses
Enhanced capacity of(i) Percentage ofcountry delegates to
African andparticipate effectively in
Caribbean LDCs’intergovernmental climate UNFCCC
change processes
negotiating
positions thatreflect national
development
priorities(e)

BinaryAchieved

Francophone and Anglophone
LDC climate change delegates
99 negotiators have been oriented and trained
100
trainedto participate effectively in key
negotiations in the lead up to
COP 21 in Paris. This included
two types of events firstly
targeting emerging/junior(ii) Training delivered to other99 negotiators negotiators, and the second
100
trainedUNFCCC Party delegatesfocussed on senior negotiators.
Similar post COP 21 trainings
areplanned for the coming
Information briefs,
year.
More generally it is(iii) Information briefs,
guidelines andimportant
to note that theguidelines and toolkits on the toolkits on then/ascope of this work was reduced
formulation of negotiating
formulation ofsignificantly
by UNDP during
positions
negotiating
the
year
so
that
UNITAR was
positionsonly required to deliver the
training elements and not the
information briefs or theTechnical assistancetechnical assistance.
(iv) Technical assistancedelivered to help
delivered to help LDCs improve LDCs improven/a
MDP has implemented 13
reporting according to UNFCCC reporting according
training activities on climate
standards
to UNFCCC
change diplomacy aimed atstandards
country delegates (including
face‐to‐face and online training(i) Training delivered to African
and Caribbean LDC climatechange country delegates
through 4 workshops

50%

CCP, MDP

relevant Rules of Procedure
web pages.

NM

Page

PO 1: Strengthen Multilateralism

Annex 1: Programme Performance Report 2014‐2015(ii) Percentage ofbeneficiary
respondents who
confirm having met
learning objectives
mostly or fully

PFTP

(f)

(g)

Strengthened knowledge (i) Percentage ofand skills of Geneva‐based beneficiary
country delegates in in the respondents who
field of multilateral trade confirm having met
and intellectual property learning objectives
mostly or fullyrightsEnhanced knowledge andskills of Member Statedelegates in the NY
multilateral environment(I) Percentage ofbeneficiary
respondents who
confirm having met
learning objectives
mostly or fully

activities). 88% of beneficiary
respondents confirmed having
met learning objectives mostly
or fully.
70%

70%

85%

88%

(v) Training delivered togovernment officials in climatechange diplomacy

88%(i) Training delivered to
Geneva‐based country
delegates involved in tradeand intellectual property
negotiations.

NM(i) Training delivered to NY
delegates

100

115

1000

332

115

448

Due to exigencies of fundraising, priority was given to
trainings with partners anddonors. It goes without sayingthat the overall targets in termsof number of participants,
events and fund raising wereachieved, and even surpassed.
A large focus of the
programming in NY was on
briefings on the post 2015
development agenda which led
to few general learning eventson the multilateral working
environment.

PagePO 1: Strengthen Multilateralism

Annex 1: Programme Performance Report 2014‐2015

NYO

(h)

Increased knowledge on
the UN system, including
substantive issues and theinternational legal
underpinnings(i)Enhanced knowledge on
issues of peace andgovernance throughresearch initiatives

Unplanned Results :(i) Percentage ofbeneficiary
respondents who
confirm having met
learning objectives
mostly or fully(i) Percentage ofrecipients ofknowledge
products
confirming
enhancedknowledge ofsubject matter

85%

80%

NM

(i) Training delivered to NY
delegates and otherstakeholders

NM(i) Number of knowledge
products produced/learning
tools

500

7

776

More learning events thanplanned were organized on
substantive issues, including a
number of briefings on the post2015 development agenda.

0

During the fourth quarter of2015, there was a managementchange with the NY Office andconsequently the PPR was not
submitted.

There were no unplanned results reported.
MDP: The decrease of committed project funding from donors and delays in project implementation for some country‐driven projects funded throughgrant arrangements. The initial target of the MOOCs related to Post 2015 Development Agenda was very ambitious (1,000 participants) taking into
account that this course lasted six months.

Performance Challenges and Lessons Learned:

PFTP: (a) Unpredictability of final signature of agreements and receipt of funds from partners/donors, which sometimes leave in suspension allocationof human resources. (b) Different rules, procedures and reporting requirements from partners and donors, requiring greater allocation of humanresources to solve pending issues than would be normally necessary.
NYO: Due to a change in management of the New York Office in the fourth quarter of 2015, performance measures for the expected accomplishments
were not measured. An important lesson learned is to ensure that proper handovers are provided for outgoing managers.

Page

Annex 1: Programme Performance Report 2014‐2015

PO1
1.2

PO 1: Strengthen Multilateralism

STRENGTHEN MULTILATERALISM
Research Capacities Developed to Broaden Participation of Different Consititutencies in Global Debates
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

UNOSATUNOSAT(a)(b)

Outputs(i) Number of(i) Research results
UNOSATshowing possible ways toactivations
improve access by citizens
involving directly
to global debates using
citizens via
mobile devices and on‐line
crowdsourcing
platforms
technology(i) Establishment of(i) Development ofa tri‐partite
research capacity withresearch centre
CERN and the University ofwith CERN and the
Geneva on citizen science
University ofand collaborative thinking
GenevanTarget(rev)

6

BinaryActual7

Centre exists
and is being
used

Output indicator

Target (rev)Actual(i) Binary
Experimental
platform developed
and tested withparticipation fromthe crowd(i) Experimental
platform developed
and tested withparticipation fromthe crowd

achieved(ii) Piloting of(ii) Binary Piloting ofcollaborative
collaborative
mapping and othermapping and othertypes oftypes of participatory
participatory
processes
processes

achieved(iii) Binary Evaluation (iii) Evaluation andand dissemination of dissemination of
results
results

achieved(i) Collaboration(i) Collaborationagreement between agreement between
UNITAR, CERN and
UNITAR, CERN and
University of Geneva University of Geneva

achieved(ii) Development of (ii) Development ofan "open laboratory" an "open laboratory"
to host more
to host more
research in Geneva research in Geneva

achieved

Citizen Cyberlab existing andrunning at Campus Biotech.

Annex 1: Programme Performance Report 2014‐2015

Unplanned Results :PO 1: Strengthen Multilateralism

There were no unplanned results reported.

Performance Challenges and Lessons Learned: There were no performance challenges or lessons learned reported for this sub‐objective.

PO 2: Promote Economic Development and Social Inclusion

Annex 1: Programme Performance Report 2014‐2015

PO2
2.1

PROMOTE ECONOMIC DEVELOPMENT AND SOCIAL INCLUSION
Strengthen Capacities for Trade, Finance, Investment and Intellectual Property
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

PFTP

PFTP

(a)

(b)

Outputs

Enhanced knowledge andskills of finance and related(i) Percentage offinance‐sector
beneficiarystakeholders on poverty
respondents
reduction, debt
confirming having
management and prudent
met learning
financial management with
objectives mostly ora view to securing
fully
adequate financing fordevelopment(i) Percentage of
Enhanced knowledge and beneficiaryskills of trade andrespondents
intellectual property‐
confirming having
related stakeholders at the met learning
national levelobjectives mostly of
fully

Target
(rev)

70%

70%

ActualOutput indicator

94%(i) Training
delivered tobeneficiaries on
public financeand debt
management‐
relatedstakeholders at
the national
level.

92%(i) Training
delivered to1750
beneficiaries on
trade andintellectual
property ‐relatedstakeholders at
the national
level.

Target (rev)

1750

1750

Actual3319

Institutions have shown greatinterest in moving from e‐
Learning to Communities ofPractice. New projects werealso delivered during thebiennium including BADEA,IEFPA, WAIFEM and MEFMI.

1294

These initiatives have helped in
the germination of new tradeand investment‐related
activities with ECOWAS, FAO,UNCTAD and WTO.

Annex 1: Programme Performance Report 2014‐2015

PFTP

(c)

Unplanned Results :Increased awarenessamong officials to foster
good practice andexchange of ideas using
innovative learning
methodologies

PO 2: Promote Economic Development and Social Inclusion(i) Percentage ofbeneficiary
respondents
reporting increased
awareness on
fostering goodpractice andexchange of ideas
using innovative
learning
methodologies

70%

94%

(i) virtual
discussions,
mentored byexperts,organized witha view to
networking andinformationexchange onthemes relating
to public
finance, tradeand intellectual
property.

900

916

There were no unplanned results reported.

PFTP: (a) Unpredictability of final signature of agreements and receipt of funds from partners/donors, which sometimes leave in suspension
Performance Challenges and Lessons Learned: allocation of human resources. (b) Different rules, procedures and reporting requirements from partners and donors, requiring greater
allocation of human resources to solve pending issues than would be normally necessary.

PO 2: Promote Economic Development and Social Inclusion

Annex 1: Programme Performance Report 2014‐2015

PO2
2.2

PROMOTE ECONOMIC DEVELOPMENT AND SOCIAL INCLUSION
Strengthen Capacities to Address Human Mobility in the Context of Development Objectives
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator(i) Percentage ofgovernment
officials and otherstakeholders
trained affirming agreater knowledgeof migration anddevelopment
through ourtraining activities

DCP

(a)

Outputs

Strengthened capacities ofgovernments to address(ii) Network of
the multiple challenges
national andand opportunities afforded regional training
by migration andcentres formed todevelopment
focus onactualization of
GFMD
recommendations
in concert with
GFMD focal points

Target(rev)(i) 75%(250)

8Target (rev)Actual84%(i) Training
delivered togovernment
officers andstakeholders

250

224

7

(ii) Mobilizationand support to8 regional andnational
training centreson the subjectof migration
anddevelopment inpost 2015
context

87ActualOutput indicatorAnnex 1: Programme Performance Report 2014‐2015

PO 2: Promote Economic Development and Social Inclusion(iii) Number ofpartnerships forged(non‐institutional,
separate frombelow)(i) Number ofcoordinatedactivities
implemented onbehalf of UN
entities

DCP

(b)

10

4

10

4 partnerships

12(i)
Implementationof UN
coordinatedtraining
activities led by
UNITAR1012(i) Partnerships
forged with UN
and non UN
agencies,
universities,
research
centres204(ii) Strategic
documents
developed anddisseminatedon effective
coordinatedlearning in this
field

2

2

Strengthened coordinationof UN‐led migration
training(ii) Number ofstrategic
documents drafted
and inputs given topost 2015
objectives

Unplanned Results:

10(iii) Partnershipforged withcities, regionaland counties

2

2

There were no unplanned results reported.

Annex 1: Programme Performance Report 2014‐2015

PO 2: Promote Economic Development and Social Inclusion

Performance Challenges and Lessons Learned: There were no performance challenges or lessons learned reported for this sub‐objective.

Annex 1: Programme Performance Report 2014‐2015

PO2
2.3

PO 2: Promote Economic Development and Social Inclusion

PROMOTE ECONOMIC DEVELOPMENT AND SOCIAL INCLUSION
Strengthened Capacities for Development and Good GovernanceAccomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator(i) Number ofcourses designed
for local officials

DCP

DCP

(a)

(b)

Outputs

Strengthened knowledge
and skills of local
authorities to handle local
management andgovernance in Algeria(ii) Percentage of(CIFAL Maghreb)
local officials
having met
learning objectives
mostly or fully

Enhanced awareness of
local stakeholders on
public administration at
the local level (MHUV
Algeria)(i) Percentage ofconference
participant
respondents
agreeing orstrongly agreeingthat awareness on
subject matter has
increased

Target
(rev)

1

85%

75%

ActualOutput indicator

Target (rev)1(i) Training
delivered totrainers affiliatedto the Algerian
Ministry ofInterior and Local
Authorities

16

16

92%

(ii) Training
delivered toAlgerian local
officials from
Assemblées
populaires decommune to
Wilayas

180

0

NM

(i) Awarenessraising delivered
to beneficiaries on
publicadministration at
the local level

450

Actual0Training of trainers sessions
were delivered as planned but
local elected officials could not
yet be trained. Indeed, thetrained trainers are expected
to train local elected officials,
but the Ministry of Interior andLocal Authorities could not yet
arrange such training sessions
to be implemented. The
nomination of the CIFAL
Maghreb Director by theGovernment, expected tooccur shortly, should allow for
the organization of suchtraining sessions in the near
future.

The International Conferenceon Cities will take place in late
2016 (it was originallyscheduled to take place in2015 but the Government
informed UNITAR it ispostponed to 2016).

Annex 1: Programme Performance Report 2014‐2015

DCP

DCP

DCP

(c)

(i) Percentage ofbeneficiary
respondents
Increased awareness ofreportingkey local and national
stakeholders on business strengthened
ethics and sustainability knowledge,
awareness and/or
skills(d)(i) Percentage ofStrengthened knowledge,
beneficiaryawareness and/or skills
respondents
among local
reportingauthorities/actors on
strengthened
sustainable development
knowledge
related topics (CIFAL
awareness and /or
network)skills(e)(i) Percentage ofbeneficiary
respondents
confirming having
met learning
objectives fully or
mostlyStrengthened capacity of
Nigerian Delta State civil
servants in local affairs
management

PO 2: Promote Economic Development and Social Inclusion

85%

75%

75%

90%

(i) Training
delivered to 100
key local andnational
stakeholders

100

130

77%

(i) Training
delivered onsustainable
development
topics by networkof CIFAL centres tobeneficiaries

10000

10481

NM

(i) Training
delivered in local
affairs
management to
50 beneficiaries

50

0

The International Training
Center on Corporate
Opportunities (ITTCO) based in
Antwerp, Belgium, was not
applying UNITAR's Quality
Assurance and M&E Policy
Frameworks in an
homogeneous way so far.
However, DCP has
incorporated ITCCO as part of
the CIFAL Global Network.
Now, they are applying
UNITAR's Quality Assurance
and M&E Policy Frameworks.

Project was not completed due
to funding and logisticalproblems.

Annex 1: Programme Performance Report 2014‐2015

DCP

DCP

KSI

PO 2: Promote Economic Development and Social Inclusion(f)Strengthened capacity of
Nigerian Rivers State
education system todeliver efficient training(i) Percentage ofbeneficiaries
successfullycompleting training
requirements

75%

(g)

(i) Percentage offorum participants
Strengthened
agreeing or
understanding of public
strongly agreeing
private partnerships forthat understanding
sustainable developmentof subject matterhas increased

75%

(h)

(i) Percentage ofbeneficiaries from
Enhanced knowledge on
developing
web 2.0 and social media
countries having
for development
attained learning
objectives

Unplanned Results :Performance Challenges and Lessons
Learned:75%47%(i) Training
delivered to local
state school
beneficiaries on
efficient education
systems

150

70

86%

(i) Public‐Private
Partnership Forum
Organized

1

1Second edition of the Forum tobe organized in 2017.

73%

Beneficiaries
trained on web 2.0 (i) 200 beneficiaries
and social media trained
tools

234

A total of 9 sessions weredelivered with a cumulative
beneficiary outreach of 234,
surpassing the target of 200.

There were no unplanned results reported.

There were no performance challenges or lessons learned reported for this sub‐objective.

Annex 1: Programme Performance Report 2014‐2015

PO2
2.4

PO 2: Promote Economic Development and Social Inclusion

PROMOTE ECONOMIC DEVELOPMENT AND SOCIAL INCLUSION
Strengthen Capacities to Increase Employability, to Optimize the Potential of Creative Industraies and to Protect Cultureal and Natural Heritage
Accomplishments

Programme

DCP

(a)

Outputs

Accomplishment

Assessment Observation
Accomplishment
Indicator

Target(rev)

ActualOutput indicator

Target (rev)Actual(i) Percentage ofyouth employed in
the oil and gas
sector within one
year after
completion ofprogramme

70%NM(i) Training
delivered toyouth (PTDF)

30

59

NM

(ii) Training
delivered to 50
Delta State
youth throughshort tomedium termcourses50

0Strengthened capacities
and skills of Nigerian youth
for employability in the oiland gas industry (PHPO(ii) Percentage of
PTDF & Delta State)
Delta State youth
employed in the oiland gas sectors
within one year
after completion oftraining

70%

The delivery of the university
programme to Nigerian youth iscurrently ongoing andconsequently the outcome
indicator will be monitored andrecorded in 2019. While
training was delivered to 59
students, only 33 wereadmitted into the university
following the pre‐engineeringcourse.

Annex 1: Programme Performance Report 2014‐2015

KSI

(b)

Strengthened knowledge
and skills of youth inentrepreneurshipdevelopment

PO 2: Promote Economic Development and Social Inclusion(i) Percentage ofbeneficiary
respondents
confirming to have
met learning
objectives mostly or
fully(i) participants
trained astrainers on
20 participants
entrepreneursh trained as trainers
ip development
75%

100%; 100%;85%.

organized: Blida, Sétif, andTlemcen.

(ii) youth andyoung
graduates
700 youth trained
trained onentrepreneursh
ip development

HO

(c)

Increased understanding (i) Percentage ofof both tangible andbeneficiary
intangible heritage, as well respondents
as the development ofconfirming to havecomprehensive
mostly or fully met
management
learning objectives

Unplanned Results :Two train‐of‐trainers
sessions organized inAlgeria, benefiting 28
national trainers.
One ToT session wason entrepreneurship The target of 200 was not met
awareness raisingin 2014 as the training sessions
and the 2nd on
were only initiated inmethodologicalNovember/2014. Following theapproaches andplanning approved by theevaluation processes. government 3 sessions were

70%

81%

There were no unplanned results reported.

(i) Training
delivered toparticipants

40

75 young graduatestrained in 3 sessions

40

Programme management
reports that the output
performance measure (40) was
not correctly reflected in the
programme budget as revised.

Annex 1: Programme Performance Report 2014‐2015

PO 2: Promote Economic Development and Social Inclusion

Performance Challenges and Lessons Learned: There were no performance challenges or lessons learned reported for this sub‐objective.

Annex 1: Programme Performance Report 2014‐2015
PO3
3.1

PO 3: Advance Environmental Sustainability and Green Development

ADVANCE ENVIRONMENTAL SUSTAINABILITY AND GREEN DEVELOPMENT
Strengthen Capacities to Foster a Green, Low Carbon and Climate Resilient Transition
Accomplishments

Programme

Outputs

Accomplishment

Assessment Observation
Accomplishment
Indicator

Target(rev)

ActualOutput indicator(i) New UN CC:Learn
countries launchnational climatechange learning
strategies

CCP

(a)

Systematic and results‐(i) Number oforiented learning
strategies and plans, as a countries withpathway towards achieving climate change
national climate change
learning strategies
goals developed and under in place and under
implementation at country implementation
level

3

3 partner
countries havedeveloped draft
strategies; and7 additionalcountries
engagedthrough
regional projectin Central(ii) Practical andAmericaexperience based(partiallyguidance designed
achieved)
and delivered

Target (rev)Actual3 additional partnercountries havedeveloped draft
national strategies
developed (partiallyachieved)

UN CC:Learn is now reachingout to 16 countries, through 9
national projects and a regional
project in Central America
involving 7 additional countries.
The network of UN CC:Learn
Ambassadors has proven to be
Guidance Note for
an effective tool to facilitate
Developing National
experience‐sharing among
Climate Change
partner countries. The
Learning Strategies
importance of supporting
finalized based on
countries in taking a systematic
pilot country
and results‐oriented approach
experiences andto climate change learning
delivered through 4(linked to national climate and150 stakeholders in 8 advisory missions by development objectives) has
CC:Learncountries
been confirmed through theAmbassadors
Doha Work Programme andreaching out to more
more recently the Paristhan 200
Agreement adopted at COP 21,
stakeholders
December 2015.
(achieved)3Annex 1: Programme Performance Report 2014‐2015

CCP

(b)

Strengthened partnership
between UN agencies andother multi‐lateral
institutions for delivery ofjoint climate change
capacity building andknowledge transfer indeveloping countries

PO 3: Advance Environmental Sustainability and Green Development(i) New partners
submit requests tojoint UN CC:Learn
partnership and takepart in SteeringGroup meetings(i) Number of joint
UN CC:Learn
learning initiatives
delivered20

5

5 (IMO formallyjoined, and REDD+,
GWP, ICAO, and
CTCN showedinterest in joining)(partially achieved)

20(ii) Comprehensive
package of One UN
online introductory
and advanced
climate change
learning material
completed anddelivered to
stakeholders(i) 2 Regional
meetings on NAP
guidance delivered
covering 17 LDCs
including pre‐meeting use of
online tools to
prepare delegates

500

22,352 registrations
on the UN CC:e‐learn
platform (fully
achieved)

3 regional meetings
2 meetings, 17 LDCs covering 48 LDCs
(fully achieved)

The UN CC:Learn partnershiphas grown throughestablishment of learning
networks with key global
thematic programmes. UN
CC:Learn learning products
reached a wide range of newusers in French and Spanish
speaking countries.

Over and above the delivery of
3 regional trainings for all LDCs,
CCP designed and delivered
national in‐country trainings
and road map consultations asll f ilit t d d ltAnnex 1: Programme Performance Report 2014‐2015(c)

Application of UNFCCC
guidance materials on
National Adaptation Plans(NAPs) by least developed
countries

PO 3: Advance Environmental Sustainability and Green Development(i) Number of LDCs
systematically
applying NAP
guidelines

17 out of48

17 out of 48(ii) 3 Blended
training programmes
on NAPs developed
and delivered to 150
beneficiaries from17 countries

3 training
programmes, 150
beneficiaries, 17
countries(iii) National levelinstitutional andtechnical capacity
needs assessments
for NAPs carried out

4CCPwell as facilitated developmentof knowledge products andservices, synthesis of goodpractices and lessons learned,
3 NAP regional
trainings delivered to and support for international
meetings and showcasing. A
150 stakeholders
from 48 countries ‐ 1 total of 18 LDCs were provided
with training as a result,
NAP Training ofreaching more than 500
Trainers delivered
with 25 participants ‐ stakeholders, out of which
UNITAR was directly involved in
1 MOOC delivered
with 500 certificates 3 LDCS. Over this period
UNITAR also designed andissued (fully
delivereda Massive Open
achieved)
Online Course leading to 500
certificates issued, andparticipated in planning anddelivering a Training of Trainers
event for 25 participants. In allof these areas UNITAR has
demonstrated its ability to
3 skills assessment
deliver significantly more thanand training missions was previously planned.
carried out(achieved)Annex 1: Programme Performance Report 2014‐2015

CCP

EGP

PO 3: Advance Environmental Sustainability and Green Development(d)(i) Number ofProvision of effective
dialogues between
climate change services
governments and(climate science,national training
adaptation, mitigation andand researchpolicy development) toinstitutions tonational governments
provide climate
through strengthenedchange services
national training andwhich lead toresearch institutions invisible solutions on
developing countries
the ground(e)(i) Number ofcountries withgreen economy
planning processes
implemented
through multi‐
sectoral and multi‐
stakeholder
collaboration

12

10

3

(i) Technical advice
and grants provided
to stakeholders in six
national training andresearch institutions
to support
development andimplementation ofclimate change
services(i) Training delivered
8 (plus 2 new
to participants
ones thatthrough e‐Learning
started end ofand face to face2015)
workshops

150

Advice provided to
30 stakeholders in 3
training institutions(partially provided)

500 participants
10 activities
4 e‐ courses and 6
face to faceworkshops

490 participants (330in e‐learning and 160
in face to faceworkshops)

This area of work was to bedelivered through thecontinuation of an EU funded
programme called capacity
development for Adaptation to
Climate Change andGreenhouse Gas Mitigation.
Early indications were thatthese funds would be madeavailable during the biennium,
which turned out not to be thecase. Targets established forthis item were therefore only
partially achieved through an
additional programme on
Climate Change Policy andPublic Finance.

Annex 1: Programme Performance Report 2014‐2015

PO 3: Advance Environmental Sustainability and Green Development(ii) Number ofgreen economy
learning events
organized with atleast 75 per cent ofbeneficiary
respondents
indicating that
Individual, institutional
learning objectives
and national capacities forare mostly or fully
green economy strategy
metdevelopment and policy
reform strengthenedEGP(iii) Number oftraining modules
endorsed by theinternational PAGE
partnership14

11 (plus 3 inMongolia ‐awaiting
evaluation
data)

10

5 (4 basic GE
and 1 GFR)(iv) Number of
institutions
providing learning
servicesparticipating in agreen economy
learning network

20NM(v) Number of
guidance
documents
developed and peer
reviewed21(ii) new green
economy modules
developed(iii) Global forum on
green economy
learning organizedwith institutions

6

10 (4 basic GE; 1 GFR;
5 SCP)

50

Forum organizedwith more than 60
institutions

Annex 1: Programme Performance Report 2014‐2015

Unplanned Results :PO 3: Advance Environmental Sustainability and Green Development

There were no unplanned results reported.

Performance Challenges and Lessons Learned: There were no performance challenges or lessons learned reported for this sub‐objective.

Annex 1: Programme Performance Report 2014‐2015

PO3
3.2

PO 3: Advance Environmental Sustainability and Green Development

ADVANCE ENVIRONMENTAL SUSTAINABILITY AND GREEN DEVELOPMENT
Strengthen Capacities to Manage Dangerous Chemicals and Wastes in a Sound and Sustainable Manner
Outputs

Accomplishments
Programme

Assessment Observation

Accomplishment
Accomplishment
Indicator(i) Number ofnational profiles
developed(ii) Number of multi‐
stakeholder
coordination
mechanisms in
place

CWM

(a)

Target(rev)

ActualOutput indicator

Target (rev)Actual22(i) Training delivered togovernment officials
and stakeholders

800

791

3

(ii) Guidance document
on SAICM
implementation plandevelopment
reviewed/updated

10(iii) new training
materials (package)developed for national
waste management
strategies

BinaryNot achieved(iv) At least one new
pilot (country) projectto test new guidance on
development of
national waste
management strategies

BinaryNot achieved(i) Training delivered togovernment officials
and stakeholders

425

791

3

Strengthened stakeholder
ownership, governanceand institutional capacities
for chemicals and waste
management(iii) Number ofnational chemicals
legislation/policies
drafted(i) Number ofnational GHS
implementation
strategies andrelated legislation
developed

6

9

1

5

One project related to
Outcome 4 has not yet
commenced due to UNEP
Secretariat delays. The
outcome and RBB outputs
related to waste management
are not expected to beachieved as the partnership
between UNITAR and UNEP
was not extended due to achange of the head of UNEP(IETC).

Annex 1: Programme Performance Report 2014‐2015

CWM

(b)

PO 3: Advance Environmental Sustainability and Green Development

Internationally‐recognizedchemicals classificationand labelling provisions
implemented and strong
multi‐sector engagement (ii) Number of GHS
multi‐stakeholder
at the country level
implementationcommittees
established(i) Number ofnational andregional pollutant
release and transfer
registers (PRTRs)
designed828(ii) GHS:Learn platform
developed and in use
and delivered to 150
stakeholders

BinaryPartially achieved0(i) Training delivered togovernment officials
and stakeholders onmonitoring of chemicaltransfers and emissions
to air, water, and land

180

92

Chile, Colombia, Congo, DRC,
Guatemala, Kyrgyzstan, Mexicoand Tajikistan developed
National GHS multistakeholder
mechanisms and Chile,
Kyrgyzstan, Tajikistan, DRC andMexico has developed GHS
implementation strategies. E‐
learning platform is functionaland offers on‐line courses,
during the biennium 2014‐2015
some 116 participants havefinished the course. We aretaking into consideration
additional channels ofcommunication to announce
the e‐learning course

National PRTR in Panama
stopped due to delays in
obtaining the project extension
from UNEP SAICM Secretariat.
National PRTR design inAnnex 1: Programme Performance Report 2014‐2015

CWM

CWM

(c)

(d)

Improved monitoring ofchemical transfers andemissions to air, water,
and landPO 3: Advance Environmental Sustainability and Green Development(ii) Number ofnational PRTRs
implemented tofacilitate Stockholm
Convention
implementation

6(i) Number ofchemicals‐related
MEA coordinationand synergy
strategies
developed

1(ii) Tons of PCBs
eliminated60

Improved national
capacities to implement(iii) Number ofchemicals and waste
national financial
management conventions,
resource
including strengthened
mobilization
national coordination,
strategies forcapacity to reduce POPs,chemicals‐related
and capacity to mobilize
MEAsfinancial resources
implementation
developed

1 new guidance and
1 new training
package produced0(iii) E‐learning and
200 stakeholders, 4
online training delivered
training modules
stakeholders

0(ii) number of new
guidance document201(i) Training delivered togovernment officials
and stakeholders

384

546

(ii) New edition
Guidance document (onfinancial resource
mobilization forchemicals‐related
MEAs) produced

BinaryNot achieved

60

1

Azerbaijan is delayed at thecountry level, but still
underway. [Though it also
needs an IA ext.] National
PRTRs not implemented due toproblems with GEF project(involving 6 countries)
internalization. The MoA
between UNEP and UNITAR
was only signed in May 2015
and the first transfer of funds
was received in September
2015, so the inception
workshop and initial training
took place at the end of
November 2015.

National Resource Mobilization
strategy and synergies strategy
endorsed in Kyrgyzstan. Ban
amendment projects tocontinue, the Senegal project
ended in 2015, the project inGuinea will continue in 2016.
The guidance document on
resource mobilization has notbeen developed yet countries
are requesting to provide more
a list of potential financialorganizations to provide
funding for Chemicals related
issues. In that sense, UNITAR
has developed a draft of fact
sheers on DAC countries andassistance to Chemicals
Management. Concerning PCB

Annex 1: Programme Performance Report 2014‐2015

PO 3: Advance Environmental Sustainability and Green Development(iv) Number ofassessments to
prepare for
ratification of Basel
Ban Amendment
developed(i) Number ofcountries having
finalized draft
ratification dossiersfor the Minamata
Convention

CWM

(e)

Improved capacities toreduce adverse effects of(ii) Number of
mercury on human healthcountries having
and the environment
identified priority
actions for
implementation of
the Minamata
Convention(iii) Number ofcountries initiating
Minamata
Convention Initial
Assessments under
the GEF framework

2

16

16

0

(iii) New training
package on national‐
level financial resource
mobilisation strategies
produced

BinaryNot achieved

6(i) Training delivered togovernment officials
and stakeholders on
estimation of mercury
emissions and planningfor sound mercury
management

160

289

8 countries (Nigeria,
Philippines, Senegal, Uruguay,
Mongolia and Zambia) finalised
ratification dossier for the
Minamata Convention. GEF
project in Nigeria, started in2015. 9 GEF projects on MIA
development will start in 2016.

6(ii) number of on‐line
training modules on
9 and 350 registered 23 (and 70 registeredmercury emissions
users)
inventories developed users
and on‐line, number ofregistered users

6

1

management, UNITAR CWM
assisted Ghana to dispose of 60
tons of PCBs, it was
successfully achieved in 2015.

Annex 1: Programme Performance Report 2014‐2015

PO 3: Advance Environmental Sustainability and Green Development(i) Number ofnational
nanotechnology/manufactured
nanomaterial
profiles developed
and priorities set

CWM

(f)

Increased awareness on(ii) Number ofbenefits, risks, andawareness raising
management of
campaigns
nanotechnology/manufact
launched at country
ured nanomaterials,
levelincluding increased
understanding of nationalsituations and capacities (iii) Number of sub‐regions withincreasedawareness andcapacity to address
management of
nanotechnology/
manufactured
nanomaterials

(g)

CWM

Increased access to and(i) Percentage ofawareness of key tools topolicy maker/
improve national capacity
stakeholder
for sound chemicals
respondents
management in support ofaffirming that
SAICM
access has
increased via the
IOMC Toolbox

43(i) Training on nano, on
210 national level;
220 national level; 80
national level and75 subregional level subregional level
subregional level43(ii) new edition of
Guidance on nano

1

1

3

3

(iii) E‐learning delivered
stakeholders

90

40

84%

(i) New management
schemes developed forinclusion in the IOMC
Toolbox

2 new scheme on
GHS and 1 new
scheme on PRTR

2

75%

Armenia and Vietnam started
projects in Nano. Vietnam has
ended the project, whereas
Armenia is developing the key
outputs. Regional Workshops
on Nano (3) took place in 2015.
The e‐learning courses did not
attract much of the audience
due to the limited outreachmade and to the fact that thecourse is being revamped andwas not offered in one
semester (October‐November
2015)

The number of policy haveincrease due to an intensive
awareness raising campaign
which was provided in moreAnnex 1: Programme Performance Report 2014‐2015

CWM(ii) Percentage ofpolicy maker/
stakeholder
respondents
affirming thatawareness has
increased via the
IOMC Toolbox

PO 3: Advance Environmental Sustainability and Green Development

75%

86%

(ii) awareness raisingand training delivered
to policy makers andstakeholders

which was provided in morethan 20 regional and national
workshops. IOM toolbox new
schemes are in place in 2015.
500

3050

Unplanned Results :CWM: During 2014‐2015 UNITAR develop a strong partnership with UNEP. In that sense, in the last quarter of 2015, UNITAR was requested to assist UNEP in managing
the Global Monitoring Plan on POPs, specifically the organization of the inception workshops, agreements with countries and organization of a interlaboratory
assessment though all regions in the planet. There are firm intentions to continue this collaboration in 2017. Similarly, UNEP requested UNITAR to assist in organizing
an experts meeting on SDGs, where a strong partnership between UNEP, UNITAR and the BRS Secretariat has been put in place. There are currently ongoing efforts to
conduct join fundraising activities for SDG development. Similarly, in 2015 UNITAR negotiated a number of GEF projects addressing the use of mercury on Artisanal
Gold Mining. At the end of 2015, the negotiated pipeline on this particular point was of 2.8 Mio USD. Similarly, the expansion of the Waste Management portfolio(particularly PCB management) was negotiated with GEF implementing agencies and we expect to submit the project concepts to GEF in 2016 for an approximative
amount of 15mio USD.

Performance Challenges and Lessons Learned:

CWM: The biennium planning concluded with a mix series of results, in some cases the RBB outputs and targets were met and exceeded, in other cases they were notachieved. The context in which the biennium planning took place was a difficult one, in November 2014 the new Manager for the CWM Programme was appointed
and in 2015 a restructuring of the CWM team took place and this process took many months. This certainly had an impact on the overall results and way of managing
projects. The lessons learned from this period are the following: 1. Include in the biennium plan only strong commitment from partners with projects that have 70%
chances of approval; 2. Assess carefully the risks and contingency plans for expecting the unexpected ‐ the specific case where the IETC Director died and thesubstitute was not so keen to work with UNITAR; 3. Take into consideration the time it takes internal processes in the organizations involved ‐ delays of more than
one year in signing an agreement could happen; 4. take into account internal capacities within CWM and opportunities for growing in the organization ‐ there are highchances of staff turnover if team members are not provided with the required enabling environment that will secure some financial and professional stability;

Annex 1: Programme Performance Report 2014‐2015

PO3
3.3

PO 3: Advance Environmental Sustainability and Green Development

ADVANCE ENVIRONMENTAL SUSTAINABILITY AND GREEN DEVELOPMENT
Strengthen Capacities for Transparent, Participatory and Rights‐based Environmental Decision‐making
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

EGP

(a)

Outputs(i) Number ofinternational andregional
conferences,
experts meetings
and workshops
completed with 75
per cent ofAwareness raised,participants
knowledge created, andagreeing or strongly
guidance produced toagreeing that event
support rights based
environmental governance objectives are met

Target(rev)

4

Actual1

Output indicator

Target (rev)Actual(i) 2 Regional
workshops on
Principle 10organized withstakeholders

1000(ii) International
guidance
documents
published22(iii) UNITAR ‐Yale conference
organized withparticipants

150

131

(iv)
International
expert meetingonenvironmental
goals organizedwith 25
participants

25 participantsNMAnnex 1: Programme Performance Report 2014‐2015

PO 3: Advance Environmental Sustainability and Green Development(ii) Number of
guidance
documents
approved throughan interagency
process(i) Number ofcountries
expressing formalinterest in
participating in the
Programme

EGP

(b)

2

(i) International
2 (Balimeeting on
Guidelines andenvironmental
EMG)
goals organized

20

25

0

30

(i) Identificationof at least 5
countries toparticipate inProgramme

BinaryNM0(ii) Joint project
document
developed andsubmitted to atleast 5 potential
donorsBinaryNM

Global inter‐agency
programme with UNEP and
UNDP in place toimplement Principle 10 of
the Rio Declaration in(ii) Number national
developing countries
projects initiatedwith resources
mobilized through
UNITAR/UNDP/UNE
P partnership

Unplanned Results :10

There were no unplanned results reported.

EGP: The Environmental Governance Programme was consolidated into three other UNITAR programmes during 2015 owing to the former EGP
Manager leaving UNITAR in September 2015, close to the end of the 2014‐2015 biennium and the then Executive Director electing not to re‐recruit. EGP projects were then divided between the Climate Change, Chemicals and Waste Management and the Knowledge, Systems
Performance Challenges and Lessons Learned:
Innovation programmes. The most visible change that occurred over the biennium was a significant mid term increase in the scope of green
economy related activities. An important lesson learned is ensuring that the handover of an outgoing manager of a programme includes acomprehensive recording of results prior to departure.

Annex 1: Programme Performance Report 2014‐2015

PO4
4.1

PO 4: Promote Sustainable Peace

PROMOTE SUSTAINABLE PEACE
Strengthen Capacities of Member States, UN and Regional Organizations to Prevent and Resolve Conflict, and Build Peace
Accomplishments

Programme

Assessment Observation

Accomplishment
Accomplishment
Indicator

PMCP

PMCP

Outputs(a)(i) Percentage ofStrengthened knowledge trained fellows whoand skills of mid andhave indicatedsenior level diplomats, as having achieved thewell as United Nations and learning objectives
regional organization staff mostly or fully inthe areas of conflictin the fields of conflict
analysis, negotiation and analysis,
negotiation andmediation
mediation(b)(i) Percentage ofStrengthened knowledge trained officials
who have indicatedand skills of mid andhaving achieved thesenior level African
learning objectives
government officials,
regional organization staff mostly or fully inand UN peace operations the areas of conflict
staff in conflict analysis,
analysis,negotiation and mediation negotiation andmediation

Target
(rev)

70%

70%

ActualOutput indicator

Target (rev)Actual90%(i) Training delivered
to 78 fellows
responsible for theprevention andresolution of conflictthrough two
fellowship
programmes

78

79

Target met.

52

The Regional Training Programme
was successfully held in 2015 for 26
mid and senior level officials. A
further twenty‐six senior African
Parliamentarians competed the
Capacity‐Development andKnowledge‐Sharing Seminar in
Conflict Prevention and Resolution
for the Committee on Cooperation,
International Relations and Conflict
Resolution of the Pan‐African
Parliament.

92%(i) Training delivered
to 65 officials on thecontinent through theimplementation of
two regional training
programmes

65Annex 1: Programme Performance Report 2014‐2015

PMCP

PMCP

PMCP

(c)

(d)

(e)

(i) Percentage oftrainedrepresentatives
Enhanced knowledge andwho have indicatedskills of indigenous
having achieved thepeoples’ representatives inlearning objectives
conflict analysis andmostly or fully innegotiation
the areas of conflict
analysis andnegotiation

Enhanced knowledge /experience‐sharing of
indigenous
representatives in humanrights and negotiation(i) Number ofindigenous
graduates serving
as resource persons
in the training
programme

Enhanced knowledge ofcontemporary challenges(i) Percentage ofin peace operations andhigh‐levelstrategies to address them
participants fromshared among senior most
Headquarters, UN
peacemakers in the United
Peace Operations
Nations
and regionalorganizations in the
SRSG Seminar(ii) Number oflessons learned
identified

PO 4: Promote Sustainable Peace

75%

2

90%

5

86%

NM

92%

6

(i) Training delivered
to 30 indigenous
peoples'
representatives
through theimplementation of a
training programme(i) Training sessionsdelivered by three
formerfellows/participants
to indigenous
peoples'
representatives(i) Knowledge sharing
facilitated for SRSGs
and other senior staff
through theorganization of twohigh‐level seminars

30

3

48 SRSGs

29

The 2015 International Training for
Indigenous Representatives was
successful organized with very
positive feedback. In addition 8
OHCHR Minority Fellows took partin the UNITAR Briefing on Conflict
Analysis and Peacemaking.

4

Two female alumni taught in the
programme including the current
elected Chair of the UN Permanent
Forum on Indigenous Issues, and awoman from Columbia speaking on
the peace process there. The 2015
Senior OHCHR Indigenous Fellow
taking part in the training was also
invited to speak on the situation in
Nepal.

110

Two successful SRSG Seminars wereconducted with the contributions of
the UN Secretary‐General and
Deputy Secretary‐General, seniorheads of peace missions, andleadership of DPA, DPKO, DFS andOHCHR to enhance UN practice.
Four members of the HIPPO took
part in the 2015 SRSG Seminar.

Annex 1: Programme Performance Report 2014‐2015

PMCP

(f)

Preventive approaches todeal with African peaceand security challenges
identified and shared with
mid and senior levelparticipants on thecontinent(i) Number ofapproaches
identified andshared(i) Number oftraining institutions
with 4 curricula
developed anddelivered

PTP

(g)

Strengthened endogenous
capacities of national,
regional and international
peacebuilding training
institutions(ii) Number oftraining institutions
using communities
of practice toenhance learning in
the field of peace‐building

PO 4: Promote Sustainable Peace

4

4

4

NM

(i) Experience andknowledge sharing
dialogue among four
mid and seniorpeacemakers in Africa

BinaryAchieved

Peacebuilding training
curricula / manuals
developed

BinaryAchieved

40

Trained trainers

20

50

Community ofpractice developed
and tested fornational/regional
training centres

BinaryAchieved

The Regional Training Programme,
and Pan‐African Parliament wereconducted with very positive
feedback from participating officials
and a keen interest in prevention,
peacemaking and reconciliation.

The Programme was successful instrengthening endogenous
capacities of national, regional andinternational institutions (in theareas of peacebuilding). The only
indicator of achievement that was
not fully met was related to thenumber of training institutions using
communities of practice to enhancelearning in the field ofpeacebuilding. While thecommunity of practice was set up,
the pilot phase identified a numberof shortcomings in the actual
functioning of the community that
did not allow the training
institutions to benefit from it. The
re‐structuring / updating of thecommunity of practice has been
included in the Programme
workplan for the biennium 2016 ‐2017. Four manuals weredeveloped.

Annex 1: Programme Performance Report 2014‐2015

PTP

(h)

Unplanned Results(i) Percentage ofStrengthened knowledge
degree andin conflict analysis throughcertificate
university accredited
applicantsdegrees and certification
completing
programmes
programmes

PO 4: Promote Sustainable Peace

80%

NM

Online training
delivered to 100
professionals working
in conflict related
fields80

118

The Programme was successful infurther strengthening theknowledge and skills ofprofessionals working in conflict
related fields through university
accredited degrees and certification
programmes. More specifically,
during the biennium 2014 ‐ 2015,
the Programme further
consolidated its Master's Degree in
Conflictology in collaboration with
the Univeristat Oberta deCatalonya. As result of the positive
outcomes under this pillar, theProgramme is currently working to
expand the educational offer withthe launch of two new Master's
Degree that will be available by theend of 2016.

PMCP: A number of unplanned results were produced over the course of the biennium, including strengthened knowledge and skills of 26 officials of the
Pan African Parliament, awareness‐raising on conflict analysis and peacemaking for the Office of the High Commissioner on Human Rights, the publicationand dissemination of Strengthening the Practice of Peacemaking and Preventive Diplomacy in the United Nations: The UNITAR Approach; and theorganization of four Heads of Mission conferences, held back‐to‐back with the Seminars of the Special and Personal Representatives of the Secretary‐
General.
PTP: A number of unplanned results were produced over the course of the biennium, including strengthening capacities of high level officials in
preparation for their participation in peace/security related bodies at the international and regional levels, with 111 representatives participating in thethree‐day annual meeting and 20 high level officials participating in the training.

Performance Challenges and Lessons Learned: There were no performance challenges or lessons learned reported for this sub‐objective.

Annex 1: Programme Performance Report 2014‐2015
PO4
4.2

PO 4: Promote Sustainable Peace

PROMOTE SUSTAINABLE PEACE
Improve the Preparedness of Civilian, Military and Police Personnel to Serve in Peace Operations
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

PTP

(a)

Outputs(i) Percentage ofStrengthened knowledge
beneficiaryand skills of civilian,
respondents
military and police
confirming having
personnel eager to serve in
met learning
UN and non‐UN peace
objectives mostly or
operations
fullyTarget(rev)

80%

Actual86%

Output indicator

Civilian, militaryand police
personnel eager
to serve in UN
and non‐UN
peace
operations
trainedTarget (rev)1500

Actual6636

The Programme particularly
excelled in strengthening theknowledge and skills of civilian,
military and police personnel
eager to serve in UN and non‐UN peace operations ‐ boththrough online (first indicator)and face‐to‐face (second
indicator) courses. Particularly,
in collaboration with the
African Contingency Operations
Training & Assistance (ACOTA)
Programme, the Programme
successfully prepared 8507
officers (commissioned and not)prior to deployment to UN
peace operations.

Annex 1: Programme Performance Report 2014‐2015

PTP

PTP

(b)

(c)

Expanded peacekeeping
training network intraining design andimplementation

Enhanced capacity ofpeace‐keeping training
institutions in African/a

Unplanned Results :Number ofactivity/events
designed andimplemented withnew partners

Number of trained
trainers delivering
peacekeeping
training at regional
and/or country
levelsPO 4: Promote Sustainable Peace

4

12

0

Joint training
curricula andmaterial
packagesdeveloped

BinaryAchieved

Prospective
trainers trained

60

71

Trainers
certified

12

0

18

There were no unplanned results reported.

Performance Challenges and Lessons Learned: There were no performance challenges or lessons learned reported for this sub‐objective.

Following a specific requestfrom the major project donor,
the Programme did not expand
the network of African training
institutions with which it
collaborated since 2012.
Nonetheless, the Programme
consolidated the collaboration
with existing partner
institutions and focused on thedevelopment of joint training
curricula and material packages(4).

The Programme was successful
in further enhancing thecapacities of African
peacekeeping training
institutions with which it
collaborated since 2012, in theframework of the project"Enhancing the Capacities ofAfrican Training Institutions".

Annex 1: Programme Performance Report 2014‐2015

PO 4: Promote Sustainable Peace

PROMOTE SUSTAINABLE PEACE
Develop Capacities for Governance Recovery of Countries in Transition from Conflict and in Particular Fragile States

PO4
4.3

Accomplishments
Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

HO

DCP

(a)

(b)

Outputs

Target (rev)(i) Increased
Alumninumber of UNITAR
Increased capacity toprogression:
Fellowship for
further develop the human
Fellow to
Afghanistan alumni
resource abilities of mid‐
Coach: 20
progressing to roles
senior level Afghan public
Coach to ARP:of coach, mentor
servants
10; ARP toand ultimately
Mentor: 6
resource persons

Strengthened knowledge
and skills for improved
governance anddecentralization and in
Afghanistan (DCP Afghan
Masters)(i) Percentage ofbeneficiaries
certified with
Executive Master
degree inDevelopment
Policies andPractices(ii) Percentage oforiginal research
papers contributing
to online
knowledge
repository on
financialmanagement

90%

ActualOutput indicator

Target (rev)ActualAlumni progression:(i) Training and coaching
Fellow to Coach: 20
delivered to Afghan public
Coach to ARP: 10;
servants
ARP to Mentor: 9

1800

1746

(i) 40 Senior officials
trained in the field ofdevelopment policy andpractices through an
Executive Master degree

40

40

95%

All output and outcome targets
met. Outcome performancemeasure based on event
participations. See additionalcomments under performancechallenges and lessons learned.

All output and outcome targets
met.

60%

NM

(ii) 40 Senior officials
submitting a thesis paperin the framework of the
Executive Master Degree4039Annex 1: Programme Performance Report 2014‐2015

Unplanned Results :PO 4: Promote Sustainable Peace

HO: A number of unplanned results were achieved during the biennium, including enhanced capacities of public servants and practitioners/experts on
the agri‐business in Afghanistan, with 15 stakeholders trained; Increased understanding of green economy for Afghan public servants, with 20
participants trained; enhanced leadership and communication capacities of young Afghan women, with 18 participants trained; Strengthened
knowledge and skills regarding transparency in the public service; anti‐corruption; leadership; change management strategies; training the trainer for 8
countries in the Sahel region, with 16 participants trained; and Increased capacity to further develop the human resource abilities of junior ‐ mid level
South Sudanese professionals, with 20 participants trained. The number of engagements with local authorities in Hiroshima and the Ministry of Foreign
Affairs in Tokyo increased in both 2014 and 2015. Regular engagements are critical in trust building and securing further funding for HO activities.
HO: The overall evaluation data demonstrates that the identified learning needs of the target audience have been successfully met and that participants
have been able to improve individual skills and performance through the Afghanistan Fellowship Programme. The number of participants from rural
provinces as well as female candidates is still limited, and enhanced efforts are being made to increase the participants from these groups. The
workshops highlighted further needs for knowledge needed to build a high performing team by creating a cadre of dedicated staff. This is criticalcatalysing systematic change toward attainment of national visions and post‐conflict reconstruction goals in Afghanistan, particularly in the current
situation where the country is experiencing instability. We are also stepping efforts to further strengthen national ownership by increasing the number ofAfghan mentors and resource persons, which is on the target. It would be transforming to have more female resource persons, and more efforts will bemade on this front.

Performance Challenges and Lessons Learned: 1) HO's signature programme, the Afghanistan Fellowship Programme, has been successful because of two key factors ‐ training the country to be self‐sustainable; and striving for the contextualization of materials to the needs of the country through having Afghan mentors and resource persons. These
factors have been replicated to other programmes wherever possible, and the feedback has been extremely positive; 2) Each of our training session is
generally 90 minutes, which includes a 30‐min presentation, a 45‐min individual or group exercise, and a 15‐min wrapping up. This structure works very
well, keeping participants active and engaged; 3) One of the reasons for the successful expansion of HO during this biennial is because HO built on its
comparative advantages, which are Hiroshima's legacy as the first city that experienced atomic bombing and recovered from destruction in a relatively
short period of time, thus providing a catalytic environment for nuclear disarmament and non proliferation and peacebuilding. To build on niche areas is
key; 3) HO supports countries with high level of violence such as Afghanistan and South Sudan. The field situation changes constantly, thus closemonitoring of the situation, risk management, and flexibility are critical; 5) Finally, HO has been striving to position itself as thought leader in strategicareas starting with peacebuilding. Systematic documentation and dissemination of lessons learned will be important, and HO has been working on it.

Annex 1: Programme Performance Report 2014‐2015

PO5
5.1

PO 5: Improve Resilience and Humanitarian Assistance

IMPROVE RESILIENCE AND HUMANITARIAN ASSISTANCE
Leverage Technology to Generate Geospatial Information and Create Integrated Solutions for Human Security, Peace and Socio‐economic Development
Accomplishments

Programme

Assessment Observation
Accomplishment
Indicator

UNOSAT(a)

Outputs

Accomplishment

Improved decision making
through enhanced
analyses and maps(i) Percentage ofroutinely available torequests forsupport decision making
support met
processes related tohuman security andhuman rights issues

Target(rev)

100%

Actual100%

Output indicator

Target (rev)More than 30 events(i) Events / maps/
and/or more thanreports delivered to
100 maps / reports
senior decision makers
delivered

232 maps(ii) Annual report on
mapping activity
related to humansecurity and humanrights issued

Achieved

BinaryMinimum 75% of all(iii) Increased
publicly related
awareness of mapping maps/reports to be
output in social media broadcasted usingsocial media

At a minimum offour international
conferences and(iv) Technical briefings
annually at IASC
on activities
community in both
Geneva and New
York

Improved project
management of(i) Percentage ofinitiative project
partners
confirming that

Actual(i) projects per year
(Africa, Asia)2

75% broadcasted

High demand being met, butwith increasing pressure todeliver operations in time.
Satellite imagery fundsuccessfully implemented andmaking operations more
efficient, but procurement achallenge due to lack ofrequired high volume
purchasing mechanisms inplace. Position within GDACS
well consolidated. REACH
collaboration continues insuccessful manner. Field
mission carried out via
secondment to OCHA for two
missions, but none by UNOSAT
team.

Six international
conferences and
IASC briefings

1
Test pilot in Afghanistan with
UNDP limited success due toAnnex 1: Programme Performance Report 2014‐2015

UNOSATUNOSAT(b)(c)

confirming thatdevelopment initiatives
online mapping
through use of online
tool has improved
project monitoring systemprojectmanagement

Improved access to
information and data infields related to peace,security, humanitarianand socio‐economic
development

Performance Challenges and Lessons
Learned:75%75%(i) Percentage of
GIS ready‐data
suited for public
consummation
shared via web
platform

75%80%(ii) Number of data
sets shared5050(ii) Review meeting
held with beneficiaries
for feedback andfurther improving
system

10

15

UNDP limited success due tocost of service. Continuing to
explore this service potential.
BinaryNot achieved

UNOSAT shared a considerable
amount of data via OCHA HDX
platform. UNOSAT was at theend of 2015 the top
contributor to this data sharing
platform.

(i) GIS data and web
maps delivered(iii) Number of web
maps available forpublic consumption
via web platform

Unplanned Results :PO 5: Improve Resilience and Humanitarian Assistance

BinaryAchieved

Support given to a number ofrequests concerning Syria,
South‐Sudan, CAR and othersecurity‐related crises. Support
to UN fact finding missions andpanel of experts on Syria,
Ethiopia and Sri Lanka. Highquality report on Gaza damage
assessment produced andwidely circulated. Excellent
feedback on report. Highquality support on damage tocultural heritage in Syria issued
with excellent feedback.

There were no unplanned results reported.
UNOSAT: The programme performed well over the 2014‐2015 cycle. The budget was reached and activities continued to expand. While keeping the
traditional humanitarian rapid mapping service, the last cycle saw an increase in human security activities and in capacity development. The ResEau
Chad project entered into a second phase and a considerable amount of REACH activities were carried out.
UNOSAT now has regional presence in Nairobi for East Africa and Bangkok for Asia, in addition to country presence in Chad.

Annex 1: Programme Performance Report 2014‐2015

PO5
5.2

PO 5: Improve Resilience and Humanitarian Assistance

IMPROVE RESILIENCE AND HUMANITARIAN ASSISTANCE
Develop Credible and Reliable Support Systems for Improved Disaster Risk Reduction
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator(i) Percentage ofrequests supported

UNOSAT(a)

Outputs

Improved routine accessby international
humanitarian communityand Member States to
UNOSAT high‐quality
satellite imagery analysis
for senior level decision
making and operational
coordination & response in
the field(ii) Number of new
map and reporttemplates in place
and used(i) Increase in

Target(rev)

100%

ActualOutput indicator

Target (rev)Actual(i) Annual report on
mapping activities related
to humanitarian rapid
mapping

BinaryAchieved

100%(ii) Annual report on
UNITAR/UNOSAT Space
Charter activities
submitted to Space
Charter Board

1

1

BinaryAchieved(iii) Number ofhumanitarian rapid
mapping activations

20

30(iv) Percentage of public
released maps
broadcasted using social
media

75%

80%

(v) Technical briefings on
activities at fourinternational conferences
and annually at IASC
community in Geneva
and New York

4

Six conferences andbriefings to IASC
Geneva and New
York(i) Number of countries inwhich Map Your School iscarried out

20

Support given to a number ofrequests concerning Syria,
South‐Sudan, CAR and othersecurity‐related crises. Support
to UN fact finding missions andpanel of experts on Syria,
Ethiopia and Sri Lanka. Highquality report on Gaza damage
assessment produced andwidely circulated. Excellent
feedback on report. Highquality support on damage tocultural heritage in Syria issued
with excellent feedback.

Support given to a number ofrequests concerning Syria,
South‐Sudan CAR and otherAnnex 1: Programme Performance Report 2014‐2015()
number of local
communities
featured in disasterrisk database

UNOSAT

(b)

100%

150%

Enhanced knowledge andawareness of disaster risks
among local populations(ii) Percentage ofschools confirmingthat awarenessamong school
children of local
disasters has
increased(c)

PO 5: Improve Resilience and Humanitarian Assistance

Increased skills andcapacity of national
experts to use satellite
derived mapping and GIS
for emergency response
and territorial planning &monitoring(i) Percentage ofbeneficiaries
trained using new
skills in national
contexts

90%90%(ii) Minimum number ofchildren exposed toinitiative

7000(iii) Number of web
platforms for large
volume data input
available

10NM(iv) Number of stories
featuring Map Your
School40(i) Skills developmenttraining delivered tobeneficiaries on GIS for
disaster risk reduction
and territorial planningand monitoring

250

273

(ii) Number of Member
States receiving UNOSAT
support for in‐country
projects, including
training and technicalsupport6South Sudan, CAR and othersecurity‐related crises. Support
to UN fact finding missions andpanel of experts on Syria,
Ethiopia and Sri Lanka. Highquality report on Gaza damage
assessment produced andwidely circulated. Excellent
feedback on report. Highquality support on damage tocultural heritage in Syria issued
with excellent feedback.

The map your school project
was cancelled due to lack offunds forimplementation. However,
local communities were
exposed to improved DRR
through other projects andtraining.

Foreseen in‐country project for
Myanmar did not start in 2014,
this is planned for 2015. In‐
country projects in Chad andinitial support/planning for
Algeria.

90%6Annex 1: Programme Performance Report 2014‐2015

UNOSAT

(ci)

DCP

DCP

Improved knowledge ofwater resources in Chad

PO 5: Improve Resilience and Humanitarian Assistance(i) Percentage oftrained professionaland students
successfully
meeting course
requirements

80%(ii) Percentage ofmap recipients
confirming thathydrological maps
have provided
useful informationand increased
knowledge for
improved water
management

75%

35

35

Distribution of maps among
local and regional leaders
highly successful with very
good feedback. Two non‐foreseen maps produced due
to additional demand.

(d)Strengthened capacities of (i) Number of flood
government officials to
disaster risk
develop comprehensive
management
strategies for flood
strategies
disaster risk management developed at
at federal and/or statefederal and/or statelevelslevels3(e)(i) Percentage ofbeneficiary
respondents
agreeing or strongly
agreeing that theirawareness on thesubject matter has
increased

75%

Increase awareness on
disaster risk reduction at
the municipal level80%(i) Number ofprofessionals andstudents receiving
training

90%(ii) Number of maps
produced

35

37

1

(i) Training on flood
disaster risk management
delivered to federal
and/or state officials

50

25

80%

(i) Training andknowledge exchanges
delivered to stakeholders

100

836

Planned activities could not beheld in 2014 due to theoutbreak of The Ebola virus in
Nigeria at that time.
Consequently, the resource
persons were not allowed totravel to Nigeria for healthsafety reasons. The programmeis to be rescheduled.

Annex 1: Programme Performance Report 2014‐2015(i) Percentage ofbeneficiary
respondents
agreeing or strongly
agreeing that theirawareness on thesubject matter has
increased

(f)
RD

(g)

PO 5: Improve Resilience and Humanitarian Assistance(i) Awareness training
delivered to delegatesand experts involved in
preparatory process for
WCDRR;
75%(ii) Research results
and inclusion ofearth observationin HFA2 final
documentsn/a(i) Delivery of fully
Design on‐line tool for riskfunctional on‐line
assessment (CEDRIG)
tool

BinaryUnplanned Results :BinaryAchieved

Research undertaken indeveloping the online
awareness raising tutorial for
WCDRR.

BinaryAchieved (Study)

BinaryPartially achieved

300

NM

(ii) Research on training
available on DRR

Support to preparatory
process of WCDRR anddedicated research on
value of earth observation
for DRR

900

Actual beneficiary outputs(registrations) based on final
narrative report figures. Actual
performance measure foraccomplishment not reported.
The figures could not be
corroborated with EMS figures,
however.

1 chapter of
CEOS book on
EO for DRR;
scientific reviewof CEOS input(iii) Research on value of
to WCDRR;
Earth Observation for
input to
DRR and input to the
UNISDR for HFA‐
Committee on Earth
2 strategy
Observation Systems
regarding value(CEOS) and the Europeanof EarthSpace Agency (ESA)
Observation

Achieved

Fully functional online risk
evaluation tool for DRR
projects

Output assessment based on
narrative report submitted tothe donor.

DCP: A number of unplanned results were produced over the course of the biennium, including strengthened knowledge of officials from the Democratic
People's Republic of Korea on agriculture and livestock breeding practices, strengthened capacities on governance and sustainable development related
topics through e‐Learning, enhanced understanding of the human rights‐based approach to disability by policy makers and other stakeholders andenhanced capacity of leaders and decision makers working with the United Nations to identify and overcome barriers to effective collaboration fordevelopment.

Annex 1: Programme Performance Report 2014‐2015

PO 5: Improve Resilience and Humanitarian Assistance

RD: Implementation challenges of programming related to the online tool for risk assessment (CEDRIG) are noted in the final narrative report. Suchchallenges include tight deadlines to produce deliverables and delayed timing for establishing clear focal points between UNITAR and donor, as well as
Performance Challenges and Lessons Learned:
challenges in conveying and sharing complete and technical information necessary for the construction of multi‐faceted web site. A number of lessons
learned are also recorded in the final narrative report.

Annex 2: Summary of Results‐based Budget Adjustments

FO1
1.1

FO 1: Effective Leadership

EFFECTIVE LEADERSHIP
Maintain Effective Leadership, Stewardship, Governance and Outreach
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator(i) Percentage ofcorporate key
performanceindicators achieved
within 80 per centof target(a)

OED, PPRS

Outputs

Effective leadership with aview to promoting theInstitute’s strategic
priorities and monitoringof corporate results(ii) Percentage ofmanagement
meetings in which
corporate results
are discussed(i) Percentage ofBoard of Trustees
recommendations
implemented
within specified
timeline

Target(rev)

80%

ActualOutput indicator

100%

Actual80%(i) KPIs
formulated andmonitored topromote imp.
of strategic
priorities
60%

Target (rev)BinaryAchieved

25%

100%

(i) Reports
produced by
the Board ofTrustees andsubsidiary bodymeetings

3

5

The Institute's key performanceindicators (KPIs) weremonitored regularly anddiscussed at management
meetings and at the Board ofTrustees annual session
annually. Some of the KPIvalues (e.g. those related tofinance) are discussed moreregularly than others (e.g.
beneficiary outreach). The
Institute has set a gender parity
indicator for learning related
beneficiaries for 2016‐2017,
and will be more regularly
monitoring beneficiary related
indicators in the future.

Over the course of thebiennium, the Board ofTrustees met in three sessions(two regular and one
extraordinary). Alldecisions/recommendations of
the Board have been recorded
and follow‐up action monitored
within the specified timeline,

Annex 2: Summary of Results‐based Budget Adjustments(b)

OED, PPRS

(c)

(d)

Effective implementationof decisions /recommendations ofoversight and governance(ii) Percentage ofbodiesaudit
recommendations
under sole UNITAR
control
implemented
within specified
timeline(i) Number of
initiatives
Managerial coordination undertaken inwithin UN system agencies coordination withand the Secretariat
UN system agencies
and Secretariat
departments(i) Percentage ofRepresentational function requests (internalof the Executive Director and external)
maintained
representation
executed

FO 1: Effective Leadership

100%(ii) Reports ofregularmanagement
meetings

BinaryNot achieved(iii) Internal
policies
developed andapplication
effectively
monitored

BinaryAchieved

15%(i) Facilitationof high levelmeetings

480%

BinaryAchieved

OED participation in SRSG andHeads of Mission Meetings, inaddition to the A+3 Oran
Meeting and presenting the SG
Report of UNITAR to ECOSOC
Requests for information fromSG readily provided, including
production of SG report on thework of UNITAR and inputs on
the SG report related to the
proposed consolidation of the
RTIs.

3

NM

with reports on action thatManagement has taken
submitted to the Board at
subsequent sessions. All
documentation of the Board
was produced in a timely
matter. Performance of theresult area is assessed as fully
achieved. Reports of regularmanagement meetings havenot be kept, however, due tothe special assistant being
reassigned to Agenda 2030
programming.

(ii) Assistanceprovided in
response torequests fromthe SG

BinaryAchieved(i) Agreements,
speeches,briefing notes,
minutes,reports andotherdocuments
produced

BinaryAchievedAnnex 2: Summary of Results‐based Budget Adjustments

Unplanned Results :FO 1: Effective Leadership

There were no unplanned results reported.

Accomplishment area (c), Managerial coordination within the UN system, was somewhat limited during the 2014‐2015 biennium, due primarily
to the attention required to follow‐up on the Secretary‐General's proposed consolidation of the United Nations research and training institutes.
During the biennium, engagement took place with the directors of the other RTSs, including UNITAR participation on the governing bodies of
Performance Challenges and Lessons Learned: the United Nations University and the United Nations System Staff College, as well as engagement with the Steering Group on Learning andTraining Related to the Post 2015 Development Agenda, and the Learning and Career Support Coordination Group. Monitoring OED
coordination was rendered more difficult than in previous years due primarily to the special assistant to the ED being reassigned to 2030
Agenda‐related programming (Research Department).

Annex 1: Programme Performance Report 2014‐2015

FO2
2.1

FO 2: Strengthen Quality and Effectiveness

STRENGTHEN QUALITY AND EFFECTIVENESS
Further Strengthen Internal Capacities for Effective and Efficient Planning and Delivery of Results
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

OED, PPRS(a)

Outputs

Target(rev)

ActualOutput indicator

Target (rev)Actual(i) Provision of
methodologicalguidance andreview ofproject
documents andother results
frameworks

BinaryAchieved(ii) SPG tracking
tool maintainedwith quarterly
reports to theED

BinaryAchieved(i) Percentage of
project documents
having logicalframeworks orother results
matrices withindicators /performancemeasures90%

52%

Improved accountability in (ii) Percentage of
project narrative
delivering results
reports submitted
on time100%NM(iii) Percentage ofprogrammes
reporting key
outputperformancemeasures quarterly

100%

NM

Output targets were met forthis accomplishment area
(methodological advice being
provided on a request basis andoften when reviewing project
proposals/documents, and the
SPG tracking tool having been
improved over the course of
the biennium). The outcome
target of project documents
having logical frameworks orother results matrices was not,and two indicators were notmeasured (discussed below
under performance challenges
and lessons learned).

Annex 1: Programme Performance Report 2014‐2015(i) Percentage oflearning‐related
events in whichintermediate(learning outcomes)
areassessed/evaluated

(b)

(c)

85%

86%

(i) Provision of
methodologicalguidance
through job
aides,
templates andcoaching

Strengthened self‐
evaluation function(ii) Percentage oflearning‐related
activity‐events inwhich higher level
outcomes areassessed/evaluated

OED, PPRS

FO 2: Strengthen Quality and Effectiveness(i) Proportion ofrecommendations
from independent
Strengthened independent evaluations
evaluation function
implemented byprogramming
within six monthsof issuance

40%

Achieved

NM(i) Independent
reviews ofprogramme self
evaluations
80%

Binary75%

103

Most UNITAR events andprojects are linked to specificlearning outcomes. The
Institute has made muchprogress over the past several
years measuring learning,although most tools/methods
used continue to rely on
subjective approaches, such as
self‐assessment in participant
reaction questionnaires (e.g.
"please rate the extent towhich you achieved thelearning objectives") or the useof before‐after retrospective
self‐assessments of learning.

The number of planned
independent evaluations andindependent reviews of self‐
evaluations was less thanplanned, although theperformance measure of the
expected outcome wasachieved (75%). Allrecommendations of the
independent evaluation were
implemented. The section
expressed the need for UNITAR
to undertake more
independent evaluations, andthe Board of Trustees
recognized this need at its fifty‐
sixth session.

Annex 1: Programme Performance Report 2014‐2015

FO 2: Strengthen Quality and Effectiveness(ii) Independent
project
evaluations(d)Effective knowledge
integration andorganizational learning(i) Percentage ofmanager
respondents
confirming thatlessons learned
have been applied
to future
programming

75%

NM

4

3

Repository oflessons learned
created forprogramme
management

BinaryNot achieved

Programme
Performance
Reports

3

3

Draft Reports of
the Secretary
General on
UNITAR to
ECOSOC1

1

OED, PPRS(e)Corporate reporting ofresults(i) All corporate
reports produced
within establisheddeadlines

BinaryAchieved

It is recognized that theInstitute needs to work tofurther promote the learning
function of evaluation. Limited
human resource capacity of thesection and additional
assignments, combined with afrozen activity budget for halfof the biennium, prevented thesection from achieving planned
outputs and progress towards
the expected accomplishment.
At the end of the fourth
quarter, a junior professional
officer was recruited to assist
with the evaluation andknowledge management
function.

All corporate reports achieved
within the establishedtimelines, including the 2012‐2013 Programme Performance
Report. 2015 Report of theSecretary‐GeneralAnnex 1: Programme Performance Report 2014‐2015

Unplanned Results :FO 2: Strengthen Quality and Effectiveness

Design and roll‐out of the online project tracking tool to replace the excel‐based SPG tracking tool.

PPRS: The performance against planned outputs and outcomes is variable. The performance target of projects with logical frameworks or otherresult matrices with indicators and performance measures was not achieved, despite regular methodological advice and review of project
documents. While the tools and guidance are in place, the practice has generally not followed. This discrepancy is due, at least in part, to thesize and scope of many projects, which tend to be relatively small with budgets less than $100,000 and some less than $50,000; and thereluctance of programmes to articulate results with performance measures when donors do not require them. The timeliness of narrative
reporting also varies across the Institute. This irregularity is likely due to various reasons, including some reporting dates as overly ambitious,
Performance Challenges and Lessons Learned:
and, a large number of projects with narrative reporting requirements. The SPG tracking tool (SPG TT) was monitored regularly with status
reports to the Executive Director. Weaknesses with the SPG TT led to the development of an online project tracking solution. The outputs on
independent evaluation and organizational learning were not achieved (primarily due to funding and human resource constraints). The Boardof Trustees took note of this and a junior professional was recruited in 2015 and became operational in 2016. The Monitoring and Evaluation
Policy Framework would also be reviewed to facilitate compliance of requirements and at the same time promote more independent
evaluative undertakings and improvements with lesson and organizational learning.

Annex 1: Programme Performance Report 2014‐2015

FO2
2.2

FO 2: Strengthen Quality for Results

STRENGTHEN QUALITY AND EFFECTIVENESS
Further Strengthen the Quality of UNITAR Products and Services
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator(i) Percentage ofsampled self‐
assessments
meetingestablished criteria

KSI, PPRS

PPRS

(a)

(b)

Unplanned Results:

Outputs

Improved implementation
know‐how to alignlearning events with(ii) Percentage of e‐quality assurance tools
Learning course self‐
assessments
submitted receiving
ECBCheckcertification

Endogenous learning
strengthened for quality
improvement(i) Percentage of
quality assurance
review
recommendations
implemented

Target(rev)

40%

ActualOutput indicator

54%(i) Methodologicalguidance provided toprogrammes for self‐
assessment against quality
standards(ii) Just‐in‐time shortlearning modules on
quality criteria/
instructional design
developed
100%

ActualBinaryAchieved

64

32 (for QAC)

13

100%
(iii) Independent reviews
performed on programme
self assessments(i) Recommendations
submitted to programmes
for quality improvement
80%

Target (rev)BinaryAchieved

2171%(ii) Knowledge sharing
forums on quality
assurance

The Quality Assurance
Framework includes
methodological guidance oneach of the 16 standards. The
Quality Assurance Committeeorganized a special staff
meeting in October 2014 toshare experiences on applying
the QAF. Four learning modules
have been completed and two
are pending completion. The
QAC has not been able tocomplete all scheduled
independent reviews of self‐
assessments, and the output
performance target may havebeen overly ambitious.
The QAC issued a total of 72
recommendations, 29 of which
are implemented. As of 2015,
the QAC reports on theapplication of the QAF annuallyto the Board of Trustees. One
of two learning events on the
QAC were implemented.

PPRS: UNITAR developed and administered an online knowledge assessment using the UNITAR virtual learning environment (VLE) for the Global Water
Partnership of Southern Africa's Water, Climate and Development Programme, and performed a peer review on the quality of the programme based on
the UNITAR Quality Assurance Framework (QAF) for learning‐related programming.

Annex 1: Programme Performance Report 2014‐2015

FO 2: Strengthen Quality for Results

PPRS: All partnership agreements submitted were reviewed and cleared. While all non‐financial agreements were submitted for review, only 78% of
financial agreements were submitted for review, however. Monitoring the timeframe for review and clearance proved challenging as there were often
numerous back‐and‐forth exchanges with programmes. As a consequence, the procedures for review and clearance were modified in early 2016The
Quality Assurance Framework (QAF) has proven to be instrumental in terms of providing a tool to validate, and promote the improvement of, quality.
Performance Challenges and Lessons Learned: Over the course of the biennium, the QAC discussed a number of bottlenecks on applying the framework and subsequently a revised framework was
issued in August 2014. As a result of the revision and efforts to promote the QAF, the rate of application of the framework increased in 2015, although it
remained below the required level. The QAC took note during 2015 of the need to further revise the framework, including the need to look at its own
capacity to perform the independent reviews of self‐assessments, and decided to initiate the process of identifying elements for revision through aquestionnaire administered to UNITAR staff in early 2016.

Annex 1: Programme Performance Report 2014‐2015

FO3: Optimize Efficiency

Optimize efficiency
Optimize Efficiency by Leveraging Programming Synergies, Streamlining Internal Operations and Reducing Externa Service Costs

FO3
3.1

Accomplishments
Programme

Outputs

Accomplishment

Assessment Observation
Accomplishment
Indicator

Target(rev)

ActualOutput indicator

Target (rev)Actual(a)

Improved efficiency inprocessing procurementtransactions

Percentage rating
on clientsatisfaction

75%

NM

(i) Client survey
administered

BinaryNot achieved

Client survey not administered.

(b)

Sustained quality ofadministrative services
delivery(i) Percentage
rating on client
satisfaction

75%

NM

(i) Client survey
administered

BinaryNot achieved

Client survey not administered.

(c)

Maintenance of soundfinancial statements andfinancial records

Unqualified audit
opinion of theBoard of Auditors
on financial
statements

BinaryAchieved(i) Unqualified
audit opinion of
BOA on financial
statements

BinaryAchieved

Definition of output definition
requires changing.

(i) Improved
support cost ratio(Support costs vs.
overall costs)

18%

18%

(i) Improved
support cost ratio

BinaryNM

Definition of output definition
requires changing.

(ii) Reduction ofbudget and financerelated external
2.1%
service costs($1,050k/(External service$49,038)
costs vs. overall
costs)NM(I) Reduction ofbudget andfinance related
external service
costs

BinaryNM

Definition of output definition
requires changing.

(i) Client
satisfaction ratioNM(i) Client survey
administered

BinaryNot achieved

Client survey not administered.

APS

FBS

(d)

FBS

(e)

Efficient support toprogramme activities

Sustained quality offinance and budget
services delivery

80%Annex 1: Programme Performance Report 2014‐2015(f)

FO3: Optimize Efficiency(i) All posts
submitted byprogrammes are
Posts
reviewed andclassified
Timely workforce profilingclassified to ensure within 1
and alignment withclarity of roles/
week ofcorporate needs
responsibilities
submissio
based on thenInstitute’s
approved structure

HRS

Number ofprocessing days forcontract issuancefollowing requests
submitted byprogrammes(g)Timely administration ofcontracts(h)Ratio of learning
Improved opportunities
and careerfor development of skills /developmentcompetencies
courses per staff

3

02 to 01

NM(i) Classification
advices issued foreach classified
post

BinaryNM

NM(i) Proper
contractual
management

BinaryNM

NM

Training andcareerdevelopment
administered

BinaryNM

Annex 1: Programme Performance Report 2014‐2015

CITSS

(i)

Increased cost‐effectiveness of IT
solutions and plans

Cost of hosting
website and email
servers

FO3: Optimize Efficiency(i) new service
contract
negotiated and94,000 52,560 CHF persigned with web
CHF/yearyear
server and email
server hosting
provider(s)BinaryAchieved

The website was migrated to the newcloud hosting service without any
downtime or disruption. The cloud
hosting service is significantly cheaper
than the physical web server hosting
service, with a reduction in monthly
cost from 930 CHF to 180 USD. The
cost for the email hosting service wasalso reduced through y a new
agreement, which included email
hosting as well as new services on
Microsoft Office 365 (MS officeproducts, Sharepoint), with a reduction
from 6,196 CHF to 4,380 CHF including
the new services. Email server hosting
agreement did not go through UNDP,
but by a competitive bidding. As aresult, the total monthly cost was
reduced from 6,196 chf to 4,380 chf,
which includes additional services(Office 365).

Unplanned Results :Design of the online project tracking tool to replace the excel‐based tool.

Performance Challenges and Lessons
Learned:CITSS: The work of the section is divided into two completely different functions, Communications and Information Technology. As such, thesection deals with tasks that are very broad and diverse. It is a constant challenge to deliver quality services and products to clients by such asmall team (2 staff and 2 interns/trainees/collaborators). The Section requires stable human resources to be able to carry out the work.
Furthermore, due to the fact that the section receives constant and various requests from different clients it is challenging to predict theworkload and plan accordingly.

Annex 1: Programme Performance Report 2014‐2015

FO4
4.1

FO 4: Increase and Diversify Financial Resources and Partnerships

INCREASE AND DIVERSIFY FINANCIAL RESOURCES AND PARTNERSHIPS
Increase and Diversify Financial Resources with an Emphasis on New, Emerging Donor Countries and the Private Sector
Accomplishments

Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator(a)(i) Percentage
Increased income to match increase in income
budget requirements
over 2012‐2013
biennium(i) Proportion ofincome supporting
multi‐year projects(ii) Proportion ofincome stemmingfrom the private
sector

OED, PRM(b)

Outputs

Target(rev)

ActualOutput indicator

13.2%

11.50%(i) Financial
agreements
negotiated andconcluded withdonors

50%

43%

15%

Increased diversification of (iii) Proportion ofvoluntary
funding
contributions to theGeneral Fund fromdeveloping
countries

60%(iv) Proportion ofvoluntarycontributions
received from new
emerging countries

12%

0.7%

73.8%

9.4%

(i) Financial
agreements
negotiated andconcluded withdonors,includingprivate sector(ii) Outreachservices todeveloping
countries,
including the
new 'emergent'countries

Target (rev)BinaryBinaryBinaryActualAchieved

The output has clearly
contributed to providing
financial sustainability andmeeting budget targets,
although there is somedisparity across programmes.

Partially achievedContributions from the private
sector have not provided the
projected increase in thediversification of funding.

Partially achieved

This is assessed as partiallyachieved, despite theaccomplishment indicator
having been met. Most
resources stem from one
donor, and increased efforts
are required to further diversify
funding, including non
earmarked contributions to theGeneral Fund.

Annex 1: Programme Performance Report 2014‐2015

Unplanned Results :FO 4: Increase and Diversify Financial Resources and Partnerships

There were no unplanned results recorded during the biennium.

One of the most significant challenges entails the high transaction costs associated with a large volume of relatively small scale projects withearmarked funding. Exacerbating this problem is the large number of small scale projects with financial and narrative reporting requirements,
Performance Challenges and Lessons Learned:
with some projects requiring multiple financial reports. This has placed constraints on the Finance and Budget Section and has contributed tothe delay and backlog in producing financial report.

Annex 1: Programme Performance Report 2014‐2015

FO4
4.2

FO 4: Increase and Diversify Financial Resources and Partnerships

INCREASE AND DIVERSIFY FINANCIAL RESOURCES AND PARTNERSHIPS
Increase the Breadth and Depth of Partnerships in Programming
Accomplishments

Programme(a)Accomplishment

Expanded partnerships inprogramming

OED, PRM(b)

Outputs

Deepened partnershipcollaboration inprogramming

Unplanned Results :Assessment Observation
Accomplishment
Indicator

Target(rev)

Actual(i) Proportion of
UNITAR events
delivered withpartners

60.0%

65%

(ii) Proportion of
UNITAR
beneficiaries
registered fromeventsimplemented withpartners

70.0%

77%

(iii) Proportion of
UNITAR partners
from UN agencies

50%

23%

(i) Percentage ofmulti‐year funding
projects designed
and implemented
throughpartnerships

50%

NM

Output indicator(i) Partnershipagreements
negotiated andconcluded(i) Joint project
documents
submitted todonors forfunding

Target (rev)BinaryBinaryActualAchieved

UNITAR pursues an aggressive
partnership strategy. Over thecourse of the biennium, theInstitute negotiated andconcluded 180 donor
agreements, 19 implementing
partner agreements and 39 non
financial memorandums ofunderstanding. The majority of
the Institute's training related
outputs are delivered withpartners.

Partially achieved

The number of joint project
documents submitted todonors is very limited. This is
primarily the result

Over the course of the biennium, the Institute reviewed its processes for the clearance of financial and non financial agreements, harmonizedapproaches and established policy guidelines for the receipt of voluntary contributions and for the disbursement of funds to implementing
partners.

Performance challenges are primarily associated reviewing, recording, monitoring the implementation of and reporting on a large number offinancial agreements. One of the lessons learned is to seek to avoid financial reporting for relatively small scale projects. Another challenge is
Performance Challenges and Lessons Learned:
related to promoting more collaborate approaches in programming. To meet this challenge, the Institute organized in 2014 a training event oncollaboration.

Annex 1: Programme Performance Report 2014‐2015

FO 5: Enhance Communication

ENHANCE COMMUNICATION
Enhance Coherence and Effectiveness of Internal and External Communications, Engage Stakeholders and Strengthen the Institute's Brand

FO5
5.1

Accomplishments
Programme

Accomplishment

Assessment Observation
Accomplishment
Indicator

CITSS

(a)

Outputs(i) Percentage ofsampled
Improved coherence and communication
increased effectiveness in products incommunications
compliance with
communication
guidelines

Target(rev)

75%

Actual80%

Output indicator

Target (rev)Actual(i) new
branding
guidelines withthe 50th
anniversarylogo and a setof templates

BinaryAchieved(ii) Training andcoaching
provided to
UNITAR staff onusing newbranding
guidelines

BinaryAchieved(iii) website,
EMS, Virtual
Learning
platform, social
network
platforms
branded incoherentmannerBinaryAchieved

New branding guidelines and aset of templates were madeavailable. CITSS also gave
regularly advice on the usage ofbranding guidelines. The
branding guidelines are being
widely recognized and used bycolleagues from all programme,
the clearance procedure forprinted materials are
established and visual
coherence in communicationmaterials has increased. In
total, advices were given 186
times to different programmeson the use of branding
guidelines between June 2014and December 2015. A
presentation on the new
branding guidelines were also
given at the end of October
2014.

Annex 1: Programme Performance Report 2014‐2015

(a)
CITSS

(ii) Percentage ofsampled beneficiary
feedback results inwhich respondents
agree or strongly
Improved coherence and agree that pre‐increased effectiveness in event information
communications (cont) was useful inmaking an informed
decision on taking
the eventFO 5: Enhance Communication

90%

90%

(iv) UNITAR
brochure andpresentationmaterialdeveloped

BinaryPartially achieved(v) Target
audience
analysis for
each
programme
implemented
anddemographic
informationcollected

BinaryNot achieved(vi) Revised
guidelines onbranding
includes clear
messages thatreflect our
strategic aims

BinaryAchievedAnnex 1: Programme Performance Report 2014‐2015

CITSS

CITSS

(b)

(c)

Increased engagementfrom UNITAR “alumni”

Strengthened recognitionof the UNITAR brand(i) Percentage ofbeneficiaries fromlearning events
joining an alumni
network(i) Percentage ofsampled survey
respondents fromUN agencies,
Member States,and professional
training service
providers
recognizing UNITAR
name and logo

FO 5: Enhance Communication

40%

50%

NM

68.20%(i) social media
platform foralumnilaunched

BinaryNot achieved(i) Brand
recognition
surveyadministered

BinaryAchieved(ii) Newbranding
guidelines
issuedBinaryAchieved(iii) Training
delivered on
the use of the
new branding
guidelines

BinaryAchieved

CITSS contributed to finalizing
the concept note and the
project proposal of the MDP
alumni network, and tocreating the LinkedIn group for
the Women's Leadership
Programme. However, the ideaof creating an alumni platform
for the UNITAR alumni as awhole was not pursued due tothe fact that it might not be
relevant and useful for alumni
to interact with people fromcompletely different courses
and events, and that theresources required tomaintaining such a platformcannot be secured by thecurrent CITSS workforce.

The first survey on UNITAR
Brand was conducted in 2015,
following the issuance of the
new Branding Guidelines in
2014. The recognition rate of
UNITAR logo was better(68.2%) than target (50%) andthe familiarity of UNITAR was
also close to 90%. CITSS plans
to conduct the same survey
annually to see the trend.

Annex 1: Programme Performance Report 2014‐2015

Unplanned Results:

FO 5: Enhance Communication

CITSS: A number of unplanned results were achieved during the biennium, including the migration of the sharepoint platform, the migration ofmass mailing tool to a cloud‐based platform, the migration of MS Office to version Office 265, the upgrading of Moodle from version 2.5 to 2.7,
the migration of IMIS to Atlas, the development and testing of the project tracking tool and the development of the public‐private partnershipconference website.

CITSS: The work of the section is divided into two completely different functions, communications and information technology. As such, thesection deals with tasks that are very broad and diverse. It is a constant challenge to deliver quality services and products to clients by such a
Performance Challenges and Lessons Learned: small team (2 staff and 2 interns/trainees/collaborators). The Section requires stable human resources to be able to carry out the work.
Furthermore, due to the fact that the section receives constant and various requests from different clients it is challenging to predict theworkload and plan accordingly.

Annex 2 ‐ Non‐programmed Results
Division

Acomplishment Result

Output result

Number of non‐programmed results

New York Office (NYO)

None recorded
Enhanced capacities of public servants and practitioners/experts on theagri‐business in Afghanistan

None recorded0

Hiroshima Office (HO)Decentralised Cooperation Programme (DCP)

15 participants trained

20 participants trained
Increased understanding of green economy for Afghan public servantsStrengthened knowledge and skills in the area of negotiation andcommunication; enriched knowledge about the current state of the
10 participants trained
regional and global nuclear debates; enhanced networks
Enhanced leadership and communication capacities of young Afghan
18 participants trained
women
Strengthened knowledge and skills regarding transparency in the public
service; anti‐corruption; leadership; change management strategies;
16 participants trained
training the trainer for 8 countries in the Sahel region.
Increased capacity to further develop the human resource abilities of
20 participants trained
junior ‐ mid level South Sudanese professionals
UNITAR outreach within the Hiroshima community maintained
Output result not specified
Liaison role of the Hiroshima Office further developed
Output result not specified
Financial sustainability of the Hiroshima Office maintained
Output result not specified
Strengthened knowledge of officials from DPRK on agriculture and
13 senior officials trained in the field of agriculture and livestock breeding
livestock breeding practices
Strengthened capacities on governance and sustainable development
7 new e‐learning courses available
related topics through e‐learning
Enhanced understanding of the human rights‐based approach to disability
1 blended learning course developed and implemented
by policy makers and other stakeholders

94Enhanced capacity of leaders and decision‐makers working with the UN to 1 blended learning course developed and implemented
identify and overcome barriers to effective collaboration for development
Strengthened knowledge and skills of officials of the Pan African
Output result not specified
Parliament

Peacemaking and Conflict Prevention Programme (PMCP)

Peacekeeping Programme (PTP)
Multilaterial Diplomacy Programme (MDP)
UNITAR Operational Programme on Satellite Applications (UNOSAT)
Public Finance and Trade Programme (PFTP)
Knowledge Systems Innovation (KSI)
Chemicals and Waste Management Programme (CWM)
Green Development and Climate Change Programme (GCP)

Communications and IT Support Section (CITSS)

Two to four Departmental Heads of Mission Conferences held in tandem 2 departmental Heads of Mission Conferences organized in 2014
with the SRSG Seminar to further refine and enhance UN practice
UNITAR Briefing on Conflict Analysis and Peacemaking for OHCHR Minority
1 briefing for minority and indigenous fellows conducted in 2014
and Indigenous Fellow
Publication and dissemination of knowledge product Strengthening thePrinting of 3,000 books. Book launch organized. Dissemination to all
Practice of Peacemaking and Preventive Diplomacy in the United Nations:Ambassadors to the UN and UNOG, and other key actors and institutions
The UNITAR Approach
Strengthened capacities of high level officials in preparation for their
111 Representatives of African countries participating in the 3‐day meeting
participation in peace/security‐related bodies at the international and
20 High level officials participating in training
regional level
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
Accomplishment not specified
Migration of sharepoint platform
Accomplishment not specified
Upgrade of MS Office to version Office 365
Accomplishment not specified
Upgrade of Moodle from version 2.5 to version 2.7
Accomplishment not specified
Migration of mass mailing tool to cloud base platform
Accomplishment not specified
Migration of ERP from IMIS to Atlas
Accomplishment not specified
Project Tracking Tool developed
Accomplishment not specified
Public‐private partnership conference website developed
Accomplishment not specified
Mercury learn platform developed

4

1
0
0
0
0
0
0

8

Guidance documents developed on receipt of voluntary contributions andTimely quality assurance review of financial and non financial partnershipdisbursement of funds to implementing partners; tempates developed;
agreements
review of partnership agreements;

Planning, Performance and Results Section (PPRS)

Enhanced monitoring capacities of earmarked projects

Design and development of project tracking tool and guidance

Monitoring and evaluation of training delivered to KSI entrepreneurshipproject in Algeria
Knowledge assessment developed and peer review undertaken on theStrengthened quality of the Economics of Adaptation, Water Security andquality of WACDEP, with findings, conclusions and recommendations
Climate Resilient Development Programmeissued.
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded
None recorded

4

Knowledge and skills of Algerian trainers in training design and evaluation

Office of the Executive Director (OED)
Finance and Budget Section (FBS)
Administration and Procurement Section (APS)
Human Resources Section (HR)
Total

0
0
0
0
30