PROGRAMME PERFORMANCE REPORT
2010-2011 Biennium

August 2012

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CONTENTS
Abbreviations
Introduction
Methodology
Summary of achievements
Unintended accomplishments
Challenges and lessons to be learned

SUPPORT SERVICES DEPARTMENT
Administration and Finance Section
Human Resources Section
Communication and Information Technology Support Section
Partnership and Resource Mobilization Section
Brasilia Office
Hiroshima Office
New York Office
RESEARCH DEPARTMENT
Knowledge Systems Innovation Unit
Monitoring and Evaluation Section
UNITAR Operational Satellite Applications Programme

TRAINING DEPARTMENT
Environment Unit
Environmental Governance Programme
Chemicals and Waste Management Programme
Climate Change Programme
Peace, Security and Diplomacy Unit
Multilateral Diplomacy ProgrammeInternational Law Programme
Peacemaking and Preventive Diplomacy Programme
Peacekeeping Training Programme
Governance Unit
Public Trade and Finance Programme
Local Development ProgrammeInstitut des Nations Unies pour la formation et la recherche
Instituto de las Naciones Unidas para Formación Profesional e Investigaciones2Abbreviations
ACCCA
ACTRA
ADDIE
AFS
AICM
ASEAN
AWDC
AU
AWP
BO
CC:Learn
CCP
CIFAL
CITSS
CWM
DPKO
ECBCheck
ECOSOC
ECTS
EGP
EMS
EU
FAO
GA
GEF
GHS
GIS
GMES
HO
HR
KSI
ILP
ITCCO
IWP
KPI
LDC
LDP
MDG
MDP
M&E
NYO
OECD
OED
QAC
QSPTF

Advancing Capacity to Support Climate Change Adaptation
Afghan Consultancy Training and Research Association
Analyse, Design, Develop, Implement, Evaluate
Administration and Finance Section
Association of International Chemicals Manufacturers
Association of Southeast Asian Nations
Antwerp World Diamond Centre
African Union
Annual Work Plan
Brasilia Office
Climate Change: Learn
Climate Change ProgrammeCentre international de formation des acteurs locaux (International Training Centre
for Local Actors)
Communication and Information Technology Support Section
Chemicals and Waste Management Programme
Department of Peacekeeping Operations
e‐Learning Capacity Building Certification Scheme
Economic and Social Council
European Credit Transfer System
Environmental Governance Programme
Events Management System
European Union
Food and Agriculture Organization
General Assembly
Global Environment Fund
Global Harmonized System
Geographic Information System
Global Monitoring for Environment and Security
Hiroshima Office
Human Resources Section
Knowledge Systems Innovation
International Law ProgrammeInternational Training Cenre for Corporate Opportunities
Individual Work Plan
Key Performance Indicator
Least‐developed Country
Local Development ProgrammeMillennium Development Goal
Multilateral Development Programme
Monitoring and Evaluation Section
New York Office
Organization for Economic Cooperation and Development
Office of the Executive Director
Quality Assurance Committee
Quick Start Programme Trust Fund

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PCB
PER
PFTP
PRM
PMCP
POCI
PPR
PRTR
PTP
RBM
SAICM
SHS
SGI
SIDS
SRSG
SSR
ToT
UNCT
UNDP RBA
UNHCR
UNEP
UNFPA
UNICEFUNOG
UNOSAT
VLE
WHS

Polychlorinated biphenyls
Performance Evaluation Report
Public Finance and Trade ProgrammePartnership and Resource Mobilization Section
Peacemaking and Conflict Prevention Programme
Peacekeeping Operations Correspondence Instruction
Programme Performance Report
Pollutant Release Transfer Registrar
Peacekeeping Training Programme
Results‐based Management
Strategic Approach to Integrated Chemicals Management
Sea and Human Security
Self‐generated Income
Small Island Developing StatesSpecial Representatives of the Secretary‐General
Security Sector Reform
Training of Trainers
United Nations Country Team
United Nations Development Programme Regional Bureau for Africa
United Nations High Commissioner for Refugees
United Nations Environment Programme
United Nations Population Fund
United Nations Children’s Fund
United Nations Office at Geneva
UNITAR Operational Satellite Applications Programme
Virtual Learning Environment
World Heritage Sites

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Introduction
1. The 2010‐2011 Programme Performance Report (PPR) presents the results of the second
programme performance exercise that the Institute has undertaken since results‐based
programme budgeting was introduced in 2008 and results‐based management introduced in
2009/2010. The 2010‐2011 report incorporates a number of improvements following the 2008‐2009 performance exercise which was conducted on a pilot basis and limited essentially to thetraining and research departments.
2. The report compiles performance information from all UNITAR divisional entities specifying
expected results in the revised 2010‐2011 programme budget. In addition to recording financial
information1 and rating the achievement of expected accomplishments (outcomes), the report
also includes performance against planned outputs (delivery of products or services) and lists any
unintended accomplishments (i.e. those not included in the revised budget) that materialized.
Progress on the implementation on the 2010‐2012 Strategic Plan and challenges and lessons tobe learned from the 2010‐20211 budget cycle are also recorded on a division‐by‐division basis.

Methodology
3. Programme performance reporting is a key element of the Institute’s accountability frameworkand is conducted by managers as a self‐assessment exercise using a harmonized reporting format.
As indicated in the table 1 below, green, yellow and red traffic light ratings are assigned to each
expected accomplishment and planned output recorded in the revised programme budget basedon the degree to which performance targets were met. The abbreviation NM is used in instanceswhere results or result indicators are either not measured or immeasurable.
TABLE 1NM
Target surpassed or
met within 10%

Achieved (between
10%‐25% of target)

Not achieved (below
25% of target)

Not measured
or measurable

4. Indicators of achievement of expected accomplishments are generally based on quantitative
and/or qualitative performance measures, while output performance is measured for the mostpart in binary terms (i.e. as having been achieved, partially achieved or not achieved).
5. A degree of caution is in order when interpreting the assessment results, however. While thetraffic light ratings provide general parameters for performance assessment, qualitative measures
for some indicators and multiple (and sometimes compound) indicators for accomplishments
adds a degree of subjectivity to the overall assessment rating per accomplishment in a number ofcases. For example, under a given accomplishment area, the measures of two indicators ofachievement could have been surpassed or met within 10 per cent of target, yet performance inrelation to a third performance indicator may not have have been achieved. Depending on therelative importance of the indicators, management may have assigned different traffic light1

Information on fund balances at the beginning of the biennium, funds mobilized, expenditures and carry‐overis not applicable to divisional entities funded through knowledge content development (e.g. functional andsupport service divisions). Carry over funding of programmes may apply to on‐going projects/activities and/or
projects/activities planned for implementation in 2012‐2013.

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ratings for the accomplishment. Particular attention should thus be paid to the assessment
narratives below each rating. It should also be noted that in some cases, performance targets
may not have been defined and/or sufficiently aligned against the specified indicator ofachievement for meaningful measurement. Management identified this as a major weakness inthe 2010‐2011 results‐based budget narrative and has worked to correct this shortcoming in the
2012‐2013 programme budget.
6. In addition to assessing performance, managers were also asked to indicate if the expectedaccomplishments are recurrent (i.e. supportive of overall programme objectives and expected tocontinue into the 2012‐2013 programme budget) and/or linked to projects for which funding was
secured in 2010‐2011 and will carry over to the 2012‐2013 biennium. Carry‐over funding (fundbalances) from the 2010‐2011 biennium amount to just over $10.2 million.
Overview of achievement of results
7. The Institute planned to achieve 82 accomplishments for the 2010‐2011 biennium, as recorded in
the revised programme budget. As shown in table 2, 54 accomplishments (or 66 per cent) wererecorded by divisions as either having been surpassed or met within 10 percent of plannedtargets, 15 (or 18 per cent) partially achieved and 10 (or 12 per cent) not achieved. Three
expected accomplishments (or 4 per cent) were recorded as not measured or immeasurable.
Divisions recorded twenty unintended accomplishments.
TABLE 2
Performance against expected accomplishments
NM

Total

54

15

10

3

82

66%

18%

12%

4%

100%

8. Annex I provides a breakdown of accomplishment ratings for each of the Institute’s divisions. The
nature of accomplishments varies considerably. In addition to externally focused results (e.g.
strengthened individual and institutional capacities of beneficiaries in the major thematic areas of
the Institute’s programming), a number of accomplishments reflects in‐ward looking outcomes,
such as strengthened in‐house training capacities for enhanced outreach of programming,enhanced accountability in delivering results, or strengthened financial stability of programmingor expanded partnerships.
Unintended accomplishments reported by divisions
9. Divisions reported a total of 20 unintended accomplishments (unplanned and therefore notincluded in the revised 2010‐2011 programme budget). Unintended accomplishments were bothoutward‐ and inward‐looking include, for example, enhanced capacities of African delegates toperform in major multilateral negotiations (UNDP RBA – UNITAR project); development of far‐reaching partnerships with new, key donors (e.g. Algeria); expanded communication outreach;and initiation of independent evaluation function.

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610. In addition to accomplishments, the Institute planned 103 outputs, with 69 (67 percent) having
been achieved, 13 (12 per cent) partially achieved and 16 (15 per cent) unachieved. Five outputs
were recorded as not measured or immeasurable.
Table 3
Performance against planned outputs
NM Total
69

13

67%

12.6%

16

5

103

15.5% 4.5%100%

11. The Institute’s leading final output – beneficiaries – exceeded 50,000 individuals (50,509) for thebiennium, with representation from virtually all United Nations Member States. Not all
beneficiaries are recorded in programme submissions, and these figures do not include outreachat the Shanghai World Expo, where 177,522 visitors attended the UN Pavilion during UNITAR
week in August 2010. 2011 beneficiaries amounted to 26,921 individuals, representing a 14 percent increase over 2010 figures of 23,688.
12. Virtually half (48 per cent) of the Institute’s beneficiaries comes from training and training‐related
activities (e.g. briefings, courses, workshops and seminars), with the proportion rising from 46 percent in 2010 to 50 per cent in 2011. Table 4 below provides a breakdown of beneficiaries per
Institute division for 2011. As shown in chart 1, African outreach (32 per cent) constitutes thelargest proportion of training and training‐related beneficiaries, followed by Asia and the Pacific(24 per cent) and Latin America and the Caribbean (14 per cent). Over the course of the 2010‐2011 biennium, beneficiaries from the Institute’s e‐Learning courses more than doubled from
2,080 in 2010 to 4,315 in 2011 (representing some 32 per cent of all training and training‐related
beneficiaries). The Institute’s male to female gender balance for training and training‐related
beneficiaries remained stable over the biennium with a 60 to 40 ratio. Finally, beneficiary
reaction to UNITAR training services continued to be high with nearly 90 per cent of respondents
agreeing or strongly agreeing that information was new and relevant to their jobs, and that there
was intention to use newly acquired knowledge and skills.
13. Apart from beneficiaries, other noteworthy outputs produced during the 2010‐2011 cycle include
the Institute’s virtual learning environment platform, which provides a common infrastructure forthe delivery e‐Learning courses; a core IT platform, technical assistance and training package
relating to satellite technologies, applications and delivery systems; and diversified training in
new thematic areas, in line with the 2010‐2012 Strategic Plan’s priority to identify and respond tobeneficiary needs.

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Table 4 : 2011 Beneficiaries

Department / Unit / Programme*OED
Hiroshima Office
New York Office
SUPPORT SERVICES DEPARTMENT SUBTOTAL
Chemicals and Waste Management
Climate Change
Environmental Governance and Law
ENVIRONMENT UNIT SUBTOTAL
Local Development Programme
Public Finance and Trade Programme
E‐governance Programme
New Direction in Governance
GOVERNANCE UNIT SUBTOTALInternational Law ProgrammeMultilateral Diplomacy Programme
Peacemaking and Conflict Prevention Programme
Peacekeeping Training Programme
PEACE, SECURITY AND DIPLOMACY UNIT SUBTOTALTRAINING DEPARTMENT SUBTOTAL
Knowledge Systems Innovation
UNOSATRESEARCH DEPARTMENT SUBTOTAL
TOTAL

Beneficiaries(Training or2011 training‐related)

127
1'465
1'695
3'160
3'145
1'265
826
5'236
7'572
2'290
‐
‐
9'862
498
1'704
238
2'158
4'598
19'696
121
3'817
3'938
26'921

0
816
1'509
2'325
3'145
80
415
3'640
1'302
2'115
0
0
3'417
498
1'503
238
1'292
3'531
10'588121429
550
13'463%
Beneficiaries(Training or
training‐
related

0%
56%
89%
74%
100%
6%
50%
70%
17%
92%
0%
0%
35%
100%
88%
100%
60%
77%
54%
100%
11%
14%
50%

Chart 1: 2011 Beneficiaries per region intraining and training related
North
Latin America
America 2%
andCaribbean
14%

IO
9% 0%
Africa32%

MiddleEast
7%Europe12%

Asia and
Pacific
24%

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8Performance challenges and lessons to be learned
14. Institute divisions identified a number of performance challenges and lessons to be learned.
Although not exhaustive, performance challenges include factors related to the external andinternal environments in which UNITAR operates, such as:
•
•
•
•
•
•

•

the delay, decrease or withdrawal of committed project funding from donors;
unexpected changes in donor priorities;
slow rates of implementation in some country‐based projects resulting from politicalchanges;
human resource‐related factors internal to UNITAR (e.g. limited staffing and staff
stability, heavy reliance on and frequent turn‐over of gratis personnel, with continuous
efforts required to identify and train gratis personnel);organizational/cultural change‐related factors (e.g. reluctance of staff to adapt to new
systems and approaches, such as the Events Management System);administrative and finance‐related (e.g. limited access to activity funds for the function
and support service divisions, procurement rules limiting operational flexibility, theexcessively fragmented number of project accounts creating administrative andfinancial inefficiencies with a high volume of allotment transactions and otherprocessing requirements); andresults‐based management factors (e.g. poorly defined results and inappropriate
indicators, some of which lacked performance measures or proved to be
immeasurable, thereby rending performance evaluation difficult and sometimes
impossible).

15. The Brasilia and Hiroshima out posted offices experienced challenges unique to their respective
contexts. In the aftermath of the Great East Japan Earthquake and Tsunami in March 2011,
Hiroshima Office participants and faculty members were either reluctant or unable to obtainorganizational authorization to travel to Japan until the end of 2011.
16. Shortly after the start‐up of its operations, the Brasilia Office experienced performancechallenges following the Brazilian federal elections and a reorientation of capacity development
priorities by the government. Insistence by Brazilian authorities that the tri‐partite agreement
governing the office’s establishment was based on national execution project modalities withstrict reporting requirements and limitations as to how funds could be used put considerable
constraints on work planning and programming throughout much of 2011. As a result of thesechallenges, management decided at the end of the biennium to close the office after taking into
consideration the risk analysis. While cooperation is continuing in Brazil and with Brazilian
organizations, a key lesson learned is the need to obtain clear political agreement from high‐level governmental authorities prior to the opening of future offices. The Institute is carefully
applying this lesson in the context of ongoing dialogue with countries in which otherrepresentational offices are planned (e.g. China, Nigeria, South Africa).
17. Institute divisions identified other lessons to be learned during the budget cycle, including theneed to further enhance managing‐for‐results practices. As a result, programme planning
factors were reviewed closely in preparation of the 2012‐2013 budget, which in a number ofcases resulted in the identification of new or reformulated expected accomplishments andInstitut des Nations Unies pour la formation et la recherche
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outputs, better alignment between outputs and outcomes, and the identification of more
relevant, realistic and measurable indicators of achievement.
18. Another lesson learned relates to the utilisation of gratis personnel which the Institute relies onheavily. While on the one hand such personnel may be essential inputs to deliver outputs, there
is a need to continuously invest resources (time) to identify and train personnel which thenlimits time to underake other important activities, such as more advanced research or project
conceptualizations.
19. One striking trend in the submissions is the tendency to emphasize performance challenges andstop short of identifiying and/or elaborating on lessons to be learned. In may respects, this isindicative of a performance challenge in itself, and the Institute will be working to address thischallenge over the course of the 2012‐2013 biennium.

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ANNEX I
Compilation of
Programme Performance Report Submissions

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SUPPORT SERVICES DEPARTMENT

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ADMINISTRATION AND FINANCE SECTION

Surpassed or within 10% of target

Between 10%‐25% of target

Below 25% of meeting target

1. Overall assessment
2. Budget and funding
The section achieved its intended results for the 2010‐2011 biennium. Financial transactions were processed accurately 2.1 Programme budget
and in a timely manner. The Institute received an unqualified audit report for 2010 and delivery of financial services has 2.2 Revised budget
improved with clear guidelines to the programmes. During the year the section had to replace two key staff members, 2.3 Balance at beginning of biennium
one due to retirement. Despite these challenges the section has been able to meet its results. This is all the more 2.4 Funds mobilized during biennium
important because while the expenditures of the Institute have increased from $31.9M to $39.1M (an increase of 22%) 2.5 Expenditures
the number of staff available to process financial transactions has remained the same since 2007. As the Institutecontinues to grow the ability of the section to keep up with the increasing volume of transactions would be a challenge. 2.6 Carry over 2012‐13
3. 1 Expected Accomplishments

1,676,450
1,647,275
N/A
N/A
N/A
N/A

Recurrent(a) Timely and accurate financial transactions

Carry over to 2012‐2013: No

Indicators of achievement:(i) Percentage of payments that are processed and transactions recorded within 15 days of receiptof document.

Performance
Target (as in revised budget)
All financial transactions: purchaserequest, travel authorizations, payment
requests, clearance of MOUs, request
for financial reports are cleared in a 15
days.

ActualAll transactions received in the section
were proposed in a timely manner leading
to our ability to close 2010‐2011 biennium
accounts on schedule without any delays.

Assessment: Overall the section managed to achieve this expect outcome. All travel authorizations, payment requests, procurement requests that were received were processed ina timely manner. There was not a single case of a staff member, consultant or other Institute related personnel not being able to travel because their travel authorization was notprocess on time. The section strived to maintain a cordial working relationship with UNOG, especially given that more of the transactional requests to UNOG are transmitted to
UNOG with little lead time.
Recurrent(b) Improved financial statements and financial records

Carry over to 2012‐2013: No

Indicators of achievement

Performance
Target (as in revised budget)(i) Positive audit opinion of the Board of Auditors performed and information circulated to donors To ensure that the Institute received an
unqualified audit opinion from theand other key stakeholders(ii) Absence of significant adverse audit findings to other financial matters

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Board of Auditors.
To ensure that the audit report did notcontain any adverse findings

ActualThe outcome was achieved Note: Mostly
achieved, but difficult to measureaccurately.
Achieved. The audit report did notcontain any adverse findings.

Assessment: AFS has a strong team in place and considerable emphasis is placed on the audit process. AFS also acts as the focal unit for the audit and follows‐up with audit
requests and coordination to ensure a smooth audit and also ensure that responses to audit observations are thorough.
Recurrent(c) Improved delivery of services

Carry over to 2012‐2013: Yes

Indicators of achievement

Performance
Target (as in revised budget)

Actual(i) Positive results in client survey

Perform a client satisfaction survey

AFS was not able to perform the survey.

Assessment: During the reporting period, the section focused most of its efforts on timely delivery of services and was not able to conduct the survey as planned.
4. Outputs

Performance
Achieved(a) Preparation of the proposed programme budget for UNITAR for 2012‐2013; implementationand transition to the International Public Sector Accounting Standards (IPSAS).
(b) Implementation and transition from IMIS to a new financial accounting system.
(c) The implementation of a travel and procurement revised policies and procedures to offer
and efficient and effective service to clients(d) Improved control mechanism and administration of physical non‐expendable property

TargetActual9
Exercise is being
lead by UNOG.
Partially achieved
a new travel policy
has been
implemented.
9

Assessment: Outputs were achieved with the exception of the revised policy on procurement. This is being carried forward to the next reporting period.
5. Strategic Plan
The section’s work planning has been largely guided by the strategic plan’s priority area IV on increasing the autonomy for the Institute. The section has implemented an on‐line
payment to facilitate increasing self generated income, a major step forward for the Institute. The section has taken the lead in compiling the survey for the research and training
institutes. For the remainder of 2012, the section will focus on assisting with the development of a costing and pricing formula to ensure that the revenues generated by theeLearning courses are truly additional. Another area is requesting full delegation of authority in the financial management and processing of the Institutes accounts in 2012.
6. Performance Challenges and Lessons to be Learned
The small size of the section given the significant growth in the budget of the Institute will continue to pose a challenge in been able to provide timely and efficient service. Also thefact that most of the projects are fragmented generates an inordinate amount of repetitive work in the form of allotment requests to UNOG. Financial autonomy will entail
additional work load and would involve some restructuring of the section to ensure that first principles, such as segregation of duties in the processing of accounts andprocurement, is put in place.

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HUMAN RESOURCES SECTION

Surpassed or within 10% of target

Between 10%‐25% of target

1. Overall assessment
The main achievements during the biennium are linked to further affirm the Institute’s full autonomy in terms of humanresources. Policies and rules have been reviewed; the result‐based element has been introduced and became
operational at all levels (job descriptions, IWP, PER, requests for classifications, Terms of Reference). The main challenge
was the limited funding which had a direct impact on training and other achievements requiring external expertise.

2. Budget and funding

Below 25% of meeting target

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium

1,104,750
1,010,450
N/A
N/A

2.5 Expenditures
2.6 Carry over 2012‐13

N/A
N/A

3. 1 Expected Accomplishments
Recurrent(a): Workforce profile aligned with corporate needs

Carry over to 2012‐2013: Yes

Indicators of achievement

Performance
Target (as in revised budget)

Actual(i)

All posts are reviewed and classified to ensure clarity of roles/responsibilities/Results‐oriented
Requests for classification

All posts were classified and filled

All posts were classified and filled(ii)Work profiles aligned with competency framework

N/A*

NM

(iii) Organizational chart up‐to‐date and available to staff

N/A*

NM

(iv) Accurate annual reports and statistics on gender and geographical balance

N/A*

NM

N/A*
NM
(v) Increased percentage of regular posts filled
N/A*NM(vi) Reduced number of consultancy/individual contractor contracts for work normally done byregular staff
Assessment: *Classification of posts is done based on submissions by programmes and posts are filled based on funds availability as decided by the ED. The HR responsibility islimited to classifying the posts and conducts the recruitment process. All other indicators derive from the one related to classification. All submissions have been processed andrelated posts were filled as and when decided by the Executive Director taking into account funding availability.
Recurrent(b) Improved monitoring of annual performance evaluation applying the RBM approach

Carry over to 2012‐2013: Yes*

Indicators of achievement:(i)Increased percentage of staff successfully completing their key results indicators and learning
objectives in the PER

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Performance
Target (as in revised budget)

ActualAll PER accurately completed one month PERs completed but not always one
prior to contract renewal
month prior to contract renewal

15

Assessment: HR sent notifications to Managers two months prior to the expiration of the contract giving instruction for submission of PERs. The responsibility to submit PER within
the indicated delays stays with the Managers. There were many cases when the delays were not respected. HR advised Managers and staff on procedures and rules related to thecompletion of the PERs. *In so far as the accomplishment is related to the overall objectives of the section.
(c) A work environment characterized by trust, results orientation, professional and personal opportunities and growth

Recurrent
Carry over to 2012‐2013: Yes

Indicators of achievement:(i) Increased motivation of staff

Performance
Target (as in revised budget)
At least one follow‐up training session
on Ethics and Integrity by December
2010

On‐line training

Left at the discretion of the managers on acase by case basis(ii) Increased work flexibility and extension of flexible arrangements to fellows(iii) Ethical and professional leadership is integrated across the Institute

ActualAt least one follow‐up training session
on Ethics and Integrity by December
2010

On‐line training

Assessment: The on‐line training courses on Ethics and Integrity have been introduced as mandatory for all staff. Managers are responsible to ensure that the training courses arecompleted by their staff. *In so far as the accomplishment is related to the overall objectives of the section.
(d) Improved staff selection and administration, including recruitment, placement and promotion – Effectively recruit, develop andretain talent
Indicators of achievement:

Performance
Target (as in revised budget)(i) Increased number of cases considered for promotion(ii) Staff and fellows rotated(iii) Staff rotation policy functional(iv) Full delegation of authority for classification of posts obtained on a permanent basis by June
2010

Carry over to 2012‐2013: Yes

ActualCases reviewed as submitted

2 staff/fellows rotated by 4th quarter of
2010/1st quarter of 2011

2 staff rotatedFunctional

Functional

Formal delegation obtained from NY Obtained(v) Proper contractual management
All contracts issued
Assessment: Promotion is under the responsibility of the Managers. Cases submitted to HR have been processed. The staff rotation policy is functional.

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Recurrent

All contracts issued

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Recurrent(e) Enhanced staff competencies and skills

Carry over to 2012‐2013: Yes

Indicators of achievement:

Performance
Target (as in revised budget)

Actual(i)

At least 3 courses per staff maintained

Due to short funding only 2 collective
courses could be offered by HR

Increased staff participation in learning and career development programmes(ii) Better use of managerial and leadership skills by the managers management and leadership(iii) Positive outcome to the evaluation of leadership, involvement and change management in theManagers’ PER
Assessment : The training budget was limited and courses could not be offered by HR.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent or Non recurrent : N/A
Carry over to 2012‐2013: Yes/No : N/A

Accomplishment: There were no unintended accomplishments for the biennium.
Indictor(s) of achievement:

Performance
TargetActual

N/A

N/A

N/A

Assessment: N/A
4.

Outputs(a) Issuance of contracts at least 2 weeks prior to start date

Performance
Achieved
9

Target2 weeks prior tostart date(b) On‐line applications for consultants, welcome kit on‐line, time and attendance on‐line
NM(c) Competency Framework developed and made available on a shared drive(d) New result‐oriented PER adopted and functional
9(e) New IDP operational and integrated into the PER(f) Promotion cases reviewed and finalized

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99On‐lineMade available ona shared drive
Adopted andfunctional
Operational andintegrated
Reviewed andActual/comments
Done based on submission by
Programmes
Global drive, pending creation of theintranet
At present the UN competency
framework applies to UNITAR
Adopted and functional
Operational and integrated
Reviewed and finalized based on

17

finalized based on
submission
NM(g) Circular on the extension of policy on flexible working arrangements to fellows issued
by January 2011

submission

January 2011

Left at the discretion of the Managers
on a case by case basis, circular to beissuedJune 2011

Achieved

June 2011

Postponed

March 2011

Postponed

9

April 2011

9

April 2011

Sept. 2012
On‐line training on Ethics and Integrity
made available to managers and other
staff

September 2011

Postponed(h) Policy document on rotation developed by HR and shared with staff by June 2010
9(i) Seminar describing knowledge systems taken by all staff in order to sensitize all
personnel in terms of knowledge management(j) All staff/collaborators trained through induction course in communication results bymarch 2011(k) Seminar on evaluation methods delivered to all staff and collaborators by April 2011(l) Seminar on Procurement – at least 20 staff trained in procurement procedures by June
2010(m) At least one seminar on leadership and management(n) Introduction of learning incentives
Introduction
Postponed
Assessment: Contract management depends on submissions by programmes. As a general rule HR sends out notifications to Managers for contract renewal including PER. A
decision was made to follow the UN competency framework until funds are available to develop a UNITAR competency framework. The HR manual is in progress pending thecreation of a intranet. All material, rules and procedures are available to staff already on the global drive. Some of the training session has been postponed because of the lack offunds.
5. Strategic Plan
The HR Section further strengthened the Institute’s autonomy in HR and improved the human element that helped the institution realize its mission and achieve the goals. The HR
Section aimed at developing an environment that fosters employee wellbeing, respect for diversity and difference.
6. Performance Challenges and Lessons to be Learned
Given the fact that the Institute does not received funds from the United Nations regular budget or assessed contributions, the HR budget depends on the funding raised byprogrammes. Many challenges are directly linked to the materialization of the funding committed by programmes, with training being one of the areas affected directly by the lackof resources. One of the lessons learned during the biennium was that performance measures need to be closely aligned with indicators of achievements to facilitate performance
reporting.

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COMMUNICATION AND INFORMATION TECHNOLOGY SUPPORTSECTION

Surpassed or within 10% of target

1. Overall assessment
Although the Communication and Information Technology Support Section (CITSS) was established in 2007, there had
not been a manager heading the section until May 2010, when the Acting Chief of CITSS was appointed. Until then, thework of the section mainly focused on IT related matters, such as providing help desk service and management of the IT
infrastructure, therefore the Programme Budget for 2010‐2011 Biennium did not include Expected Accomplishments oncommunication matters. However, since the Acting Chief assumed the management of the section, the CITSS has madeaccomplishments in both communication and IT fields. As for the Expected Accomplishments, the section met the target
in all items, except for one area which is not under the section’s control (budgetary constraints). Major achievements ofthis section include renewal of the UNITAR website and the Event Management System (EMS), integration of credit card
payment system into the EMS, migration of the web/email/file servers to a hosted solution, development of standard
communication materials, increasing awareness of UNITAR and expanding the outreach.
3. 1 Expected Accomplishments

Between 10%‐25% of target

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of
biennium
2.4 Funds mobilized during
biennium
2.5 Expenditures
2.6 Carry over 2012‐13

958,725
929,375
N/A
N/A
N/A
N/A

Recurrent(a) Increased virtual outreach through web‐based communications
Indicator of achievement

Below 25% of meeting target

2. Budget and funding

Carry over to 2012‐2013: Yes
Performance
Target (as in revised budget)
Increased number of pageviews by 50% compared to2009

ActualTotal page views: 1,242,763 (2009)(i) Increase visitor numbers and metrics (length of visit, number of page views, reduced bounce
Total page views: 2,091,775 (2010)
rate and percentage of search engines)
Total page views: 3,018,803 (2011)
Total visitors: 318,226 (2009)
Increased number of visitors
Total visitors: 476,467 (2010)by 20% compared to 2009
Total visitors: 489,600 (2011)
Assessment: The total number of both page views and visitors on the UNITAR website surpassed the target of 50% and 20% compared to 2009 figures respectively. The total
number of page view in 2010 was 68% increase and the total number of the visitors was 48% increase from the 2009 figures. This could owe to the fact that the EventManagement System (EMS) was introduced in 2010, as the statistics shows the majority of people who come to our website access the EMS for searching, registering or applying
for events.
(b) Improved security of network infrastructure

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Recurrent
Carry over to 2012‐2013: Yes

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Indicators of achievement:

Performance
Target (as in revised budget)

ActualBoth e‐mail and file servers were
Network running Microsoft
relocated to a server hosting company,
Active Directory ISO of SAS 70 which is ISO 27001 compliant, Cloud(i) Relocate e‐mail server and files server to hosted locationlevel compliance
Security Alliance(CSA) member; PCI DSS(Payment Card Industry Data Security
Functioning and Tested DR
Standard) certified; Microsoft Goldplan
partner.
Ability to add further officeBrasilia office and Antwerp training centre(ii) Number of representation offices that are establishedlocations at short noticewere connected without any delay.
Assessment: Following the auditors’ recommendation, both e‐mail and file servers were relocated to a server, which is hosted by an ISO compliant hosting company. Thissignificantly increased the security of the network infrastructure of the Institute, as the server is monitored 24/7 in a secured environment. UNITAR also concluded a service
level agreement with the company in case of disruption of the network connection. This will allow us to protect our data and respond quickly in case of network problems. In
2010 and 2011, two new office locations were opened, Brasilia Office and the Antwerp International Training Centre on Corporate Opportunities (ITCCO), which were connectedto the UNITAR network without any delay.
Recurrent(c) IT services provided throughout increased number of locations
Indicators of achievement:(i) Access by all office locations to intranet, file server and unified e‐mail system(ii) Number of strategic partnerships with other UN agencies and programmes

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Carry over to 2012‐2013: No
Performance
Target (as in revised budget)
Network running Microsoft
Active Directory ISO of SAS 70
level compliance
Functioning and Tested DR
plan
Ability to add further officelocations atshort notice

No target defined

ActualAll out‐posted offices shifted from Lotus
Notes email client to MS Outlook.
Brasilia office and Antwerp centre added
to connected location. Mobile devices arealso added on various platform, such asiphone, android, ipads and blackberries
Increased partnership with agencies andcommunities in line with the strategicplan, such as outsourced service
providers, open source system and hosted
server solutions.

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Assessment: Thanks to the fact that the server was relocated to a hosted solution from internal hosting, all out‐posted offices are connected to the intranet and the file server
regardless of their location. This considerably facilitated access to the shared drive by colleagues in out‐posted offices as well as colleagues who are away from the office on
mission.
All data is in physically secured location with high availability of uptime to have emails and data accessible 365 days per year, which satisfies the audit requirements to have an
ISO certified center for all data storage with disaster recovery plans. Increased storage and processing capacity to allow videos and rich media contents was also secured.
Non recurrent(c) Intranet functionality further developed

Carry over to 2012‐2013: Yes

Indicators of achievement:

Performance
Target (as in revised budget)(i) All UNITAR users on intranet

No target defined

ActualAll UNITAR email holders have access tothe file server and the calendar/taskmanagement intranet (global). All
UNITAR website focal points have accessto the intranet functionalities of thewebsite and the EMS.

Human Resources Section
Due to the financial constraints, these two
performance appraisal online;(ii) Reduction in Administrative and Finance Section workload for travel
intranet functionalities have not been
Administrative and Financedeveloped
Section travel module online
Assessment: As a result of shifting the file server to a hosted solution, which is on the same server as the email server, all UNITAR email account holders, regardless of their
physical location, gained access to the shared files on the file server as well as other functionalities such as calendar sharing and task management. However, due to thefinancial constraints, further improvement of the Event Management System was prioritized over the additional intranet functionalities, such as performance appraisal andtravel request. These intranet functionalities could be developed once the planned improvement of the EMS would have been finished in 2012.
Non recurrent(e) Web‐based tools enhanced
Carry over to 2012‐2013: Yes
Performance
Indicator of achievement:
Target (as in revised budget)
Actual(i) In‐house ability to develop the internet and intranet functionality and have specialized content
UNITAR website was completely renewed
Revamped design of web sitemanager
in May 2010
The Event Management System was also
Redesigned events calendar
redesigned in May 2010. Since thenInstitut des Nations Unies pour la formation et la recherche
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many new features have been added
including the online‐payment system(listed in the unintended
accomplishments part below)
Document management system wasDocument/project management Implemented in project websites of CCP
system(s) developedand EGP (uncclearn.org, napa‐panawebsite)Assessment: In May 2010, the UNITAR website (www.unitar.org) was entirely renewed, with the new Event Management System integrated as a key feature. The EMS is an
integrated events and participants management system, which allows programme managers to list and promote their events on the website, and users to search and register orapply for events. The system significantly reduced the workload of the programme in creating and sending invoices to participants for fee‐based courses, as the system
automatically send an invoice to those who registered online. After numerous consultations with programmes, CITSS also integrated new features such as downloadable
participants’ list, user profile management functionality, user cancellation functionality, displaying deadline for registration/application, and credit card payment functionality.
The content management system of the new website also allows programmes to update their website section easily without any technical knowledge of the website
development, and to contribute news article on the home page. The CITSS provided training to all website focal points on how to update the website and how to write online
news articles.
The document management system was implemented in the project level website, such as UN CC:Learn of the EGP and Napa‐pana project of the CCP.

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3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Non recurrent
Carry over to 2012‐2013: No

Accomplishment: Capacity created for online payment for fee‐based training services
Indicator of achievement:

Performance
TargetActualMasterCard and Visa are accepted in
Credit card payment facility made available on the Event Management System
N/A
the EMS for payment for events open
for registration
Assessment: In order to facilitate payment by participants and for easier tracking of payment by AFS and programmes, credit card payment facility was introduced in the EMS.
The CITSS was in charge of developing the font‐end of the system, namely integrating the payment interface into the EMS, while AFS was responsible for coordinating with thethird party vendor regarding the backend of the system.
The credit card payment facility considerably reduces the time for programme mangers to confirm payments by participants, as the payment is done instantly, and for AFS to
track unclear payment received, as there is a unique ID for each payment.
This is a major accomplishment for the Institute as we are the first one in the UN System to accept online payment for events by credit card.
Non recurrent
Carry over to 2012‐2013: Yes

Accomplishment: Communication harmonized on UNITAR programming
Indicator of achievement: Number of programmes using harmonized brochure format

Performance
TargetActual
9 out of 13 programmes / offices
Harmonized programme brochures developed
N/A
produced their brochure using
the same design template
Assessment: Until last year, some programmes had developed their own brochure using their own format and design, and there were no standard programme brochures. In
order to streamline communication materials, CITSS took the initiative to produce a programme brochure for each programme and out‐posted offices. So far, 9 programmes andoffices (CCP, CWM, MDP, ILP, PTP, PFTP, UNOSAT, NYO, HO) have produced theirs, pending 4 other programme/offices (EGP, PMCP, LDP, BO) to complete.
By having standard communication materials which follow the Branding Guidelines, it contributes to disseminating the coherent and professional image of the Institute.

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Non recurrent
Carry over to 2012‐2013: No

Accomplishment: Outreach to online audiences expanded
Indicators of achievement:

Performance
TargetActualThe first UNITAR newsletter in theform of a HTML email was
launched in May 2011, reachingout to almost 45,000
beneficiaries. Three editions of
the e‐Newsletter were sent out ine‐Newsletter and programme e‐course announcement launched
N/A
2011. In addition to the e‐Newsletter, programme courseannouncement template wasdeveloped and 2 programmes
used it to send out theannouncement also to almost
45,000 contacts.
UNITAR Facebook fans: 2,900
UNITAR Twitter followers: 3,200
UNITAR pages on various social networking tools reactivated
N/A
UNITAR LinkedIn followers: 306
UNITAR YouTube subscribers: 60
Assessment: Until the end of 2010, UNITAR Newsletter was issued in a paper format, distributed mainly in the Geneva Lecture Series and handed or mailed to other stakeholders.
The outreach of the printed Newsletter was limited to the number of copies printed, 1,000 or 2,000 depending on the budget for printing. The CITSS took over the production of
the newsletter from 2011, and shifted from a printed format to a digital format, using an online marketing service provider. This not only reduced the cost of production
dramatically by 200 times, as it was about $1.7/copy compared to $0.0085/email, but also increased the outreach by 22 times (2,000 paper copies of Newsletter versus 45,000
email Newsletter). Since the launch in May, a sign‐up form was set up on the website for those who would like to receive future e‐Newsletters, and 798 people signed up
voluntarily to receive further information from UNITAR, meaning almost 100 new contacts per month are added to the existing 45,000 email list.
In addition to the e‐Newsletter, the CITSS also developed a standard template for programmes to send out their course announcements by email. These announcements can bealso sent to the 45,000 contacts via the email marketing service provider.
Since April 2011, the CITSS has reactivated the UNITAR Facebook and twitter accounts, by feeding information on a daily basis. Since then, the “fans” of the UNITAR facebook pageincreased by more than 500 (from 2,019 in April to 2,900 in December) , the followers of the UNITAR Twitter page increased by 864 (from 1,209 in April to 3,200 in December).
These tools allowed the Institute to significantly expand its outreach to online audience and build a UNITAR presence in the social networking arena in a very cost effective manner.

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Carry over to 2012‐2013: No

Accomplishment: Raised awareness of the Institute among general public
Indicator(s) of achievement:

Performance
TargetUNITAR week organized in the Shanghai World Expo 2010, showcasing different activities of UNITAR

N/AUNITAR profiled in a specialized magazine and a TV programme

N/A

ActualUNITAR exhibition panel was on
display and 15 events wereorganized in the United Nations
Pavilion at the Shanghai Expoduring the UNITAR week (19 – 25
September 2010). Total numberof visitors to the UN Pavilion
during the UNITAR week amounts
to 177,522.
ED interview featured in the mostpopular periodical specialized on
e‐Learning and distance learningin China.

UNITAR featured inEuronews/Learning World TV
programme.
Assessment: In an effort to raise UNITAR’s profile, the CITSS lead the organizations of the UNITAR week in the United Nations Pavilion at the Shanghai World Expo 2010. In the
exhibition area, UNITAR had 2/3 of the exhibition space, displaying panels on UNITAR’s achievements, and in the event area 15 events were organized showcasing different
programmes and projects of UNITAR during one week. More than 99% of audience was from China, thus it was an unprecedented opportunity to raise awareness of UNITAR
among the Chinese population. The total number of visitors to the UN Pavilion during the UNITAR week amounted to 177,522. In addition to the UNITAR week in the Shanghai
World Expo 2010, the CITSS arranged an interview of the ED in the most popular specialized magazine on e‐Learning and distance learning in China. The interview was translated
into Chinese and appeared on over 3 pages in the March edition. This was the first time that UNITAR was featured in a major Chinese magazine. The CITSS also made an effort toraise UNITAR’s profile in other parts of the world besides China. Through our contacts, UNITAR was featured in Euronews’ Learning World programme. It was broadcasted in 11
different European languages, disseminated via their website as well as the social networking tools to audience not limited to Europe. Awareness of UNITAR was significantly
raised through these efforts.

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4. Outputs(a) Improvement in the dissemination of information and communications to all donors,
participant and collaborators, including access to up to date financial data for Board ofTrustees members(b) Production of standard communications information for use by partners and participants toincrease the Institutes visibility(c) Implementation of functionality for the Human Resources Section and the Administrative andFinance Section which will reduce the respective units workload and improve monitoring

Performance
Achieved

TargetActualUNITAR e‐Newsletter launchedwhich considerably increased theoutreach of UNITAR informationcompared to paper newsletter.
Introduction of e‐marketing tooland reactivating social networking
tools also expanded thedissemination channel of the
UNITAR information.
Standard programme brochures
and course announcement
template developed.
Communication materials clearing
house put in place to ensure
adherence to the Branding
Guidelines.
Institute and programmefactsheets standardized and madeavailable.
Institute‐wide achievements
report produced.
The website renewed, providing
the same design template for all
programmes/offices/sections.
Not implemented due to financial
constraints(d) Creation of infrastructure to enable the Institute to grow in both overall users and physicallocations

Now using cloud computing, andscalable platform for file andmessaging system to accommodate
growing number of users(e) Ensure all IT services are compliant and offer Service Level Agreement (SLA) level of

Email, website, fileserver are ISO

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functionality

27001 certified, PCI DSS for
payment system, Microsoft
certified for email and file sever
Network is member of Cloud
Security Alliance. SLA agreementfrom hosting company anddeveloper
Now using cloud computing and(f) Move to more scalable IT infrastructure and e‐mail systemhosted solution for scalability
Assessment: Except for the additional intranet functionalities, targeted output performance has fully met both in communication and IT areas. Compared to previous biennium,
communication activities are further streamlined, outreach expanded, and IT infrastructure more stable and scalable.
5. Strategic Plan
The section’s achievements relate to all four strategic areas.
Strategic Area 1: Identifying, and responding effectively to, beneficiary needs – the section conducted several online surveys in order to know the needs and desires of thebeneficiaries in terms of communication from UNITAR. Based on the results of these surveys, the newsletter format was changed from paper to HTML email format, a PDF version
was linked from the website, and a new e‐course announcement was developed. Through the UNITAR Facebook page, the section also interacts with the beneficiaries directly
responding questions or comments.
Strategic Area 2: Enhancing the quality and diversity of products and services – the section implemented new products such as e‐Newsletter, e‐course announcement,
programme brochures, Event Management System and online payment system.
Strategic Area 3: Strengthening resource efficiency, effectiveness and accountability in delivering results – by shifting the paper Newsletter to e‐Newsletter, the cost of
production was cut by 200 times, and the outreach was increased by 22 times. Introduction of the credit card payment system in the EMS considerably reduced the workload andtransactions costs, thus improved efficiency in tracking payment and managing participants. Hosted solution for the file server also increased the staff efficiency as staff members
are able to access the shared drive regardless of their location. New intranet tool such as online meeting room reservation tool improves work efficiency as well.
Strategic Area 4: Increasing autonomy – the online payment system increased the autonomy of the Institute by not going through the standard administrative procedure ofreceiving funds. UNITAR no longer relies on Lotus Notes, the UN standard email client, as we shifted to MS Outlook.

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6. Performance Challenges and Lessons to be Learned
Financial constraints limit the work of the section. It has been difficult to implement all the projects that were planned for this biennium due to the limited funds. Hesitation form
colleagues to move to a new system due to familiarity with the existing system and/or inadequate training sometimes held back our planned activities.
Moreover, given the fact that the number of staff in the section is limited to 2 (Acting Chief and IT specialist), the section relies on gratis personnel workforce, thus it is difficult tohave continuity and stability on workload for the section.
The section needs to be flexible and need to have a contingency plan in case the funds are not secured or qualified interns/trainees/collaborators are not hired in a timely manner.

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PARTNERSHIP AND RESOURCE MOBILIZATION SECTION

Surpassed or within 10% of target

Between 10%‐25% of target

Below 25% of meeting target

1. Overall assessment
2. Budget and funding
The impact of the financial and economic crisis that hit the world in 2009 has been strong for UNITAR during the 2.1 Programme budget
biennium 2010‐2011, and has obliged UNITAR to be very reactive, adapt its strategic approach to usual donors and 2.2 Revised budget
explore actively non‐traditional partnerships and donor countries. Reorganization of responsibility with regards to 2.3 Balance at beginning of biennium
partnerships with the establishment of a Quality Assurance Committee in charge of signing and monitoring non‐ 2.4 Funds mobilized during biennium
financial agreements. The responsibility of the PRM Section subsequently focused on following up and monitoring of 2.5 Expenditures
General Fund contributions, on increasing the share of income generation from non‐traditional donors, on supporting
information gathering and negotiations for new initiatives, and on coordinating when required information on donors
and partners.
2.6 Carry over 2012‐13
3. 1 Expected Accomplishments(a) Strong & sustainable relations with strategic donor countries is enhanced through formalized agreements and improved
communication

N/A

N/A

Recurrent
Carry over to 2012‐2013: Yes*(i) Increase in support from current donor countries

Performance
Target (as in revised budget)
Number of donor countries: 60

Actual50(ii) Negotiations successfully concluded on long term support with strategic countries

No target defined

NM

Indicators of achievement

521,375
470,375
N/A
N/A(iii) Number of long term contributions from strategic donor countries
New multiyear agreements: 15
NM
Assessment:(i)
The list of donor countries to the General Fund of UNITAR varies greatly from one year to another and the level of voluntary contributions to the General Fund is quite
unpredictable due to the very nature of these “voluntary” contributions to the core funding of the institution.
(ii)
With the financial and economic crisis and increased importance of emerging countries in the global economy, the list of strategic countries for UNITAR has evolved
dramatically with focus on those emerging economies, such as Algeria, Brazil and Russia with which multiyear agreements were signed.
Although the target might not be fully met, the nature and level of relationships initiated with new strategic donors might prove to provide certain financial sustainability to theInstitute.
(b) Cooperation agreements with developing and emerging countries are formalized, network of partners is expanded andrepresentation offices are established.

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Recurrent
Carry over to 2012‐2013: Yes*

29

Indicators of achievement

Performance
Target (as in revised budget)(i) Number of active partnerships and cooperation with academies and training institutes inemerging and developing countries;

Operational partnerships with 5
academies per region(ii) Number of representation offices that are establishedAt least two more offices and two more 1 office (Brasilia) and 2 affiliated centers
affiliated centres(Jeju and Antwerp)

ActualNM

Assessment:(i)
The PRM Section was kept informed on financial agreements. However, most of the cooperation with academies is based on non‐financial agreement which ismanaged by the Quality Assurance Committee. In those cases the PRM section was not always kept fully informed (on a systematic or routine basis). Thus cooperation
with academies may have been initiated and related information can be retrieved at unit level or with the QAC.
(ii)
During the biennium 2010‐2011 the regional office in Latin America was established in Brasilia, Brazil. Discussions with 3 African countries (Congo, South Africa andNigeria) were initiated, concept note prepared and submitted to the Ministry of Foreign Affairs of those respective countries. Negotiations are still on‐going.
Discussions with the Government of China were also initiated at the occasion of the UNITAR Board meeting in Beijing for the establishment of a UNITAR
representation office in Asia. In addition to representation offices, the PRM section supported the Governance Unit in its efforts to expand its network of affiliatedcenter, and 2 new centers were established respectively in Jeju (Republic of Korea) and in Antwerp (Belgium).
NM(c) UNITAR position within the UN system and with international organizations is strengthened through participation into inter‐agency
global programmes/initiatives

Indicators of achievement(i) Access to multilateral funding mechanisms through partnership with other UN entities(ii) Number of strategic partnerships with other UN agencies and programmes
Assessment:

Performance
Target (as in revised budget)
Active participation in at least 5 inter‐agency global initiatives; number of newagreements with UN and internationalorganizations: 40

Recurrent
Carry over to 2012‐2013: Yes*

ActualNM**In so far as the accomplishment is related to the overall objectives of the section.
(d) Partnerships with the private sector and foundations are developed in accordance with UN guidelines and UNITAR Strategic Plan forthe period 2010‐2013
Indicators of achievement

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Performance
Target (as in revised budget)

Recurrent or Non recurrent
Carry over to 2012‐2013: Yes

Actual30

(i) Number of partnerships with the private sector entities(ii) Number of partnerships with Foundations

Each office/unit/programme hasdeveloped active relationship with private
entities; 15% overall income generated
from private sector and foundations

NM – Not yet readily available(iii) Percentage of income generated through agreements with private entities and foundations
Assessment: Development of partnership with private sector entities varies in relation with the topic and level of sensitivity of topic. Therefore indicators may be more significant
when considered at unit level. As the UNITAR pioneer in the development of partnerships with private sector entities, the Governance Unit has increased and broadened the scopeand number of partnerships with private sector over the biennium 2010‐2011. For instance, two new partnerships with private sector umbrella organizations: CIBJO (World Jewelry
Confederation) and AWDC (Antwerp world Diamond Center); 1 partnership with a Foundation: Fonds voor de Diamantnijverheid; 1 partnership with an academic‐based company:
MHC International. Those relationships represent 69% of funding signed in 2011 for the Antwerp ITCCO.
(e) Enabling environment for partnerships and resource mobilization is established with the provision of strategic information on
current and targeted partners and donors and a set of corporate tools is made available on the intranet
Indicators of achievement:(i) A base of information on donors and partners is made available and operationally used across theInstitute;

Performance
Target (as in revised budget)
25 analyses of the main donors andpartners are conducted

Recurrent
Carry over to 2012‐2013: Yes*

ActualSee assessment(ii) A set of corporate tools is designed through peer review across the Institute(iii) Number of corporate tools implemented
Assessment:(i)
A “Donors and Partners Database” was established as part of the new Intranet system of UNITAR and kept updated until 1st quarter of 2011 with information provided
by AFS and the unit/programmes. The database allowed to retrieve in real time the number of agreements signed per category of donor/partner together with thesupporting documents. With the change in the section, and the revamping of the information systems, the database was no longer supported. In addition, specificanalyses were conducted regularly upon request by the units/programmes or by OED. The number is definitely over 25.
(ii)
A tool was developed by the PRM Section to facilitate access to information on multilateral funding mechanisms such as the “EU Alert System”. It was updated on a
weekly routine basis, and information was filtered manually by the PRM section. Units and programmes were then informed on grants and calls for tenders issued by
the European Commission. After 9 months the service was assessed based on the application rate of UNITAR programme to EU grants and call for tenders. It was thendiscontinued.
*In so far as the accomplishment is related to the overall objectives of the section.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over to 2012‐2013: Yes

Far‐reaching, long‐term partnership initiated with Algeria
Indictors of achievement: N/A

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TargetActualN/A

N/A

Assessment: The first phase of partnership launch with CIFAL Maghreb under implementation late 2011. This has led to further discussions with donor country on expanding
relationship to training of diplomats and youth entrepreneurship.
Recurrent
New platform to promote public private partnerships on sustainable development (MDG) initiated with Annemasse, France
Carry over to 2012‐2013: Yes
Performance
TargetActualN/A
See assessment
Assessment: Relations developed with city of Annemasse region to launch PPP (MDG 7). Relations to be further developed in 2012, including participation of Annemasse
authorities on UNITAR delegation to Rio+20 Summit.
Recurrent
Partnership initiated with UNOPS for joint training initiatives in MENA region for promoting green jobs
Carry over to 2012‐2013: Yes
Performance
TargetActualN/A
See assessment
Assessment: Partnership discussed and elaborated (although formalized in first quarter of 2012). Includes funded programme by UNOPS and subtracted training to UNITAR.
Performance
4. Outputs
Achieved
TargetActual(a) The PRM Strategy is updated in order to reflect areas highlighted in the 2010‐2012 StrategicPlan, and to integrate inputs form other sections, units, programmes and offices
See assessment(b) Briefs and analysis on donors (countries, international organizations, private businesses, etc)
and other partners that will be approached during the biennium are prepared proactively;
9(c) The partnership database is improved according to requirements agreed upon by
offices/units/programmes and is fully interoperable with AFS databases(d) Peer‐reviewed guidelines are prepared and made available to offices/units/programmes tosupport their efforts to develop collaborations / partnerships with the private sector basedon existing UN guidelines
9(e) Reports are prepared on a yearly basis and presented to the Board of Trustees

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Assessment: The hand‐over note indicates new orientations, but strategy has not been updated per se. The partnership database is improved through consultation, although it is
not interoperable with AFS databases because of lack of resources for necessary developments and delay in developing an UNITAR intranet. UNITAR through the PRM section was
involved in the UN Global Compact‐led process to review the UN guidelines that was conducted during the 1st half of 2011. New UN guidelines have since been released andcirculated to UN organizations. However several services and tools are offered on a fee‐based approach, i.e. partnership screening, list of companies with which UN should notenter into partnership with, which are for the time being not been requested by UNITAR.
5. Strategic Plan
No information provided.

6. Performance Challenges and Lessons to be Learned
Cf hand‐over note.

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BRASILIA OFFICE

Surpassed or within 10% of target

Between 10%‐25% of target

1. Overall assessment
The office was inaugurated during the fourth quarter of 2010 and became operational in January 2011. The office wasbased on a tri‐partite Memorandum of Understanding between the Institute; the Ministry of Planning, Budget andAdministration; the National School of Public Administration; and the Brazilian Cooperation Agency. The office had thecore mandate to address training needs of Brazilian federal, state and local civil servants in the area of infrastructuraldevelopment and promote the transfer of socioeconomic know‐how between Brazil and other Latin American andPortuguese speaking countries of Africa. Following the 2011 federal elections and a new administration, the Brazilian
government shifted capacity development priorities. In light of a number of developments which unfolded during thecourse of the second half of 2011 and bearing the office’s risk analysis approved by the Board of Trustees, the Institutedecided it was better to close the office. As a result of this decision and challenges that the Institute confronted during
the second half of 2011, most achievement targets and output results were unmet. One important unintended
accomplishment was the development of project opportunities with a number of potential partners in Brazil and SouthAmerica.
3. 1 Expected Accomplishments

2. Budget and funding(a) Office fully operational and installation finalized

Below 25% of meeting target

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium
2.5 Expenditures
2.6 Carry over 2012‐13

N/A
2,080,206
N/A
731,907618,265
N/A

Recurrent or Non recurrent: N/A
Carry over to 2012‐2013: N/A

Indicators of achievement(i) Necessary equipment and infrastructure installed in office premises(ii) Recruitment of staff members for the office, as foreseen in the Technical Assistance Agreement,
is completed

Performance
Target (as in revised budget)
ActualOffice equipped according to plan
The Office is fully equipped andoperational with IT infrastructure,communication and office material
as foreseen in the Technical
Assistance Agreement
In addition to the two international Recruitment of 1 general service staff
staff, one senior specialist and one
local administrative officer are
recruited

Assessment:

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(b) Training material developed in the area of infrastructure development, management and evaluation and ready for delivery

Recurrent or Non recurrent: N/A
Carry over to 2012‐2013: N/A

Performance
Target (as in revised budget)(i) Number of modules developed in specific areas of infrastructure development, management and 8 training modules are developed
evaluation(ii) Number of modules adapted for online training
At least 5 training modules are
adapted for online training(iii) Number and quality of experts involved in the development of the training material.
At least 4 senior specialists, at thelevel of University Professor, areinvolved in the content
development of training material
Assessment:
Indicators of achievement:

Actual000Recurrent or Non recurrent: N/A(c) Training for Brazilian civil servants

Carry over to 2012‐2013: N/A

Indicators of achievement:(i) Number of training beneficiaries

Performance
Target (as in revised budget)
At least 830 federal civil servants
trainedActual0Assessment:(d)Successful representation of the Institute through the liaison function of the Brasilia Office

Recurrent or Non recurrent: N/A
Carry over to 2012‐2013: N/A

Indicators of achievement:(i) Number of meetings or activities undertaken to sensitize Brazilian counterparts and member
agencies of the UN Country Team in Brazil as regards the quality of capacity development

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Performance
Target (as in revised budget)
A consistent and high‐quality
technical collaboration mechanism

ActualNM

35

services provided by UNITAR through its course content development and innovative training
delivery platforms(ii) Number of Institute collaborations negotiated or underway with the Brazilian government,
member agencies of the UN country team, and donor or private sector partners

with the Brazilian counterparts isestablishedAt least two meetings are organized Multiple meetings with Brazilian
to sensitize Brazilian counterparts counterparts were held
and UNCT member agencies toservices provided by UNITAR.
(iii) Number of joint activities conducted with CIFAL Curitiba
At least two joint activities are 0
conducted with CIFAL Curitiba.
Assessment: A number of meetings were held with Brazilian counterparts and Latin American potential partners.
Recurrent or Non recurrent: N/A(e) Strategic direction of the Brasilia Office to respond effectively to beneficiary needs
Indicator of achievement:(i) An approach is set up to develop a strategy that responds effectively to the needs ofbeneficiaries

Carry over to 2012‐2013: N/A

Performance
Target (as in revised budget)
A needs assessment is conducted to
identify the capacity needs ofbeneficiaries.
A strategy is developed based upon
the needs identified.
The regional strategy is elaborated
in ways that identify and respond tothe beneficiary needs and isvalidated by partners involved(UNITAR, Brazil, other regional
institutions and Portuguese
speaking countries from Africa

ActualNeeds assessment conducted on
infrastructural development‐‐‐‐

Assessment:

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3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent or Non recurrent: N/A
Carry over to 2012‐2013: N/A

Accomplishment: Initiation/development of key partnerships and project opportunities
Indictor(s) of achievement: N/A

Performance
Target (as in revised budget)

ActualN/A

N/A

Assessment: Potential projects are in the pipeline based on contacts established with various Brazilian and other Latin American partners. These include the Latin American and
Caribbean Institute for Economic and Social Planning (ILPES), Caixa Economica Federal (CEF), Inter American Development Bank, UNFPA, National Confederation of Industry,
Brazilian Ministry of the Environment and the Brazilian Ministry of Social Development.
4. Outputs
Performance
Achieved
TargetActual(a) Office established and staff recruited
9Partially achieved(b) Training material developed
No material developed(c) Senior specialists are involved in the content development of training materials.
(d) Delivery of 13 face to face, online or blended training courses for federal civil servants
from Brazil.
(e) 830 Brazilian civil servants trainedNM(f) Effective liaising with Brazilian federal partners, and with regional and internationalcounterparts as well as with CIFAL Curitiba and UNITAR units and offices(g) New partnerships established00NM
See unintended accomplishment(h) Needs assessment conducted9
See assessment(i) A strategy for the Brasilia, South America and Africa cooperation is developed andvalidated by partners involved
See assessment
Assessment: Planned outputs were not achieved with the exception of a needs assessment undertaken in the field of infrastructural development for the training of Brazilian civil
servants.

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5. Strategic Plan
Apart from fulfilling results‐based work planning requirements, the office did not make any progress in contributing to the achievement of 2010‐2012 Strategic Plan objectives,
including the drafting of a strategy for Latin America, as foreseen under priority area I of the Strategic Plan.
6. Performance Challenges and Lessons to be Learned
Performance challenges affected the office’s operations soon after start‐up. The two most significant factors contributing to these challenges include changes in government
capacity development priorities following federal elections, and insistence by Brazilian authorities that the tri‐partitie agreement governing the office’s establishment was based onnational execution modalities with strict and detailed reporting requirements as well as limitations as to how funds may be used (although this was reportedly never conveyed inwriting according to the former office Chief’s hand‐over note). These two factors severely hampered the operational and programme performance of the office. A clear lesson to
be learned is to obtain clear political agreement/endorsement from high level government prior to opening future offices. Another clear lesson is the importance of having risk
analyses performed which contain guidance for decisions that may need to be taken at a later stage (and in this case, the decision taken to close the office).

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HIROSHIMA OFFICE

Surpassed or within 10% of target

Between 10%‐25% of target

Below 25% of meeting target

1. Overall assessment
2. Budget and funding
Chief amongst the results for the biennium was an increase in the financial stability and trajectory of the office, 2.1 Programme budget
particularly in regards to a diversification of donors. A combination of self generated income and the development of 2.2 Revised budget
Memoranda of Understanding and Letters of Agreement from multiple sources, including the Civil Service Institute of 2.3 Balance at beginning of biennium
Afghanistan and the Government of Australia saw the overall office budget increase from USD 1,683,514 in 2008 – 2009 2.4 Funds mobilized during biennium
to USD 2,716,489 in 2010 – 2011, an increase of 61%. In addition, the number of beneficiaries also increased with 2.5 Expendituresinternational beneficiaries increasing to 2,140 from 1,394 the previous biennium and domestic participants increasing 2.6 Carry over 2012‐13from 901 to 1,185, a combined increase of 990.
3. 1 Expected Accomplishments

2,399,063
3,033,640
337,095
2,704,712
3,001,792
131,932(a) UNITAR Fellowship for Afghanistan Capacity training to further develop the Human Resource abilities of mid‐senior level Recurrent
participants in the Hiroshima Fellowship for Afghanistan Programme
Carry over to 2012‐2013: No
Performance
Target (as in revised budget)(i) Increased number of fellows.
60
Fellow ‐ Coach: 8(ii) Increased number of alumni progressing to the roles of Coach, Mentor and ultimately Resource
Coach ‐ Mentor: 4PersonMentor ‐ RP: 2(iii) Increased number of members of the Afghan Consultancy Training and Research Association
150(ACTRA) – the UNITAR Alumni Association in Afghanistan

Indicator(s) of achievement(iv) Increased number of promotions for Fellow

25/60 (42%)

Actual110
Fellow ‐ Coach: 20
Coach ‐ Mentor: 8
Mentor ‐ RP: 6
110
32/110 (29%)* NOTE: The 2011
Fellowship concluded in February
2012. HO is awaiting compiled lists ofpromoted Fellows

Assessment:(b) Series on Sea and Human Security ‐ Further develop the adoption and scope of the “Hiroshima Initiative” in regards to achieving
a comprehensive approach to ocean security through the UNITAR Series on Sea and Human Security (SHS).
Indicator of achievement:(i) Increased number of participants.

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Performance
Target (as in revised budget)
80

Recurrent
Carry over to 2012‐2013: No
Actual
87

39

(ii)

Increased alumni participation in training as Mentors and/or Resource Persons.

62(iii) Increased Alumni‐led in‐country activities

60(iv) Increased intra‐UNITAR/UN cooperation and integration.
Assessment:25(c): Series on World Heritage Sites
Enhance the capacities of managers and policy‐makers involved in World Heritage Site management through the UNITAR Series on
World Heritage Sites (WHS). In particular in regards to an increased understanding of both tangible and intangible heritage, as wellas the development of a comprehensive management system.
Performance
Indicator of achievement:
Target (as in revised budget)(i) Increased number of participants.
110

Actual
122

(ii)

2

2

(iii) Increased Alumni‐led in‐country activities

20(iv) Increased intra‐UNITAR/UN cooperation and integration.
Assessment:

3

5

Increased alumni participation in training as Mentors and/or Resource Persons(i) Increased number of liaison activities.
(ii) Increased exposure of the Hiroshima Office and its activities, and thereby UNITAR as a whole.
Assessment:

Carry over to 2012‐2013: Yes
Performance
Target (as in revised budget)
20

Actual14612(e) Develop the training capacities of staff including language, IT, management and ToT training as well as an increased focus on theinternal development of a Hiroshima Office identity.
Indicator of achievement:(i) Increased measurable and internationally recognized ability of staff.

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Carry over to 2012‐2013: No

Recurrent(d) Further develop the liaison role of the Hiroshima Office
Indicator of achievement:

Recurrent

Performance
Target (as in revised budget)
Language Training: 4
IT Training: 4
Management and ToT Training: 2

Recurrent
Carry over to 2012‐2013: Yes
ActualLanguage Training: 4
IT Training: 0
Management and ToT Training: 040

(ii) Increased internal understanding and ownership of the Hiroshima Office identity.

# of retreats for office development:# of retreats for office development: 02

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over to 2012‐2013: Yes

Accomplishment: Expanded programming to local youth
Indictor(s) of achievement: Number of youth participating

Performance
Target (as in revised budget)

Actual

(i)

N/A

2

N/A

55

Develop partnerships with local Boards of Education(ii) Attract participation from High Schools in Hiroshima Prefecture
Assessment:

Recurrent
Carry over to 2012‐2013: Yes

Accomplishment: High‐level dialogue developed between Japanese and Latin American officials
Indictor(s) of achievement: Number of high level Japanese and Latin American officials

Performance
Target (as in revised budget)

Attract high‐level participation from Japan

N/A

60

Attract Ministerial participation from Latin America

N/A

7

ActualRecurrent
Carry over to 2012‐2013: Yes

Accomplishment: Strengthened international programming of Hiroshima Office
Indictor(s) of achievement: Increased number of international workshops

Performance
Target (as in revised budget)

ActualHold increased numbers of UNITAR Training Programmes outside of Japan

N/A

3
Recurrent
Carry over to 2012‐2013: Yes

Accomplishment: Increased exposure of UNITAR through Hiroshima Lectures.
Indictor(s) of achievement: Number of invitations accepted

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Performance
Target (as in revised budget)

Actual

N/A

741

4. Outputs
Increased focus of activities on international peace and security, expanding Hiroshima’s
existing portfolio
Increased general support services provided to and benefitted generated for HQ
Increased networking, representation and liaison tasks, leading to improved recognition of
UNITAR.
Assessment:

Performance
Achieved

TargetActual999

5. Strategic Plan
The Hiroshima Office worked toward the introduction of blended learning for the all programmers and has diversified the training delivered both in terms of location and numbers.
In all activities an increased alignment with the reporting, monitoring and evaluation protocols emerging from Geneva were also implemented with standardized evaluations forms
presented as part of each learning session. With regard to an increase of autonomy, not only have sources of funding been diversified as a whole but specifically self generated
Income increased from increased from 0 in the 2008 – 2009 biennium to USD185,632 for 2010 – 2011.
6. Performance Challenges and Lessons to be Learned
Two main challenges presented themselves in the biennium, both in 2011. The first was the Great East Japan Earthquake and Tsunami event and the related nuclear crisis, which
took place in early March. While the Hiroshima Office is some 1000 kms from the main area affected, there was a noted decrease in the numbers of international applicants for HO
events. This was due not only to personal unwillingness to travel to Japan in the immediate aftermath of the disaster, but also of the inability of participants and faculty members
to gain organizational authority to conduct travel to Japan until the end of 2011. The impact of this issue has lessened in the initial months of 2012.
The second main challenge was related to the UNITAR Fellowship for Afghanistan Programme and the agreement reached with the Afghan Independent Administrative Reform andCivil Service Commission (IARCSC) in 2010. The MoU signed stated that the IARCSC would provide USD362,000 per year to conduct the Fellowship programme. This amount was
earmarked from monies supplied to the IARCSC by USAID and indeed was delivered in full in 2010. 2011 however saw funding withdrawn by USAID and therefore the funds were
not delivered from IARCSC to UNITAR. While the Fellowship programme was delivered in full, the final workshop planned in Hiroshima had to be implemented in Kabul. The
prognosis for the 2012 Cycle is an increased number of Fellows paying their full participation fees to increase SGI and reduce dependence on donors.
With regard to training of staff as outlined in accomplishment 5, difficulties arising from the participation of out posted office staff in training offered in Geneva served to limit theimplementation of such. It is envisaged that discussions intended to be held with HQ in early 2012 will serve to develop a system whereby training may be delivered remotely or
staff may travel to Geneva for such training following adequate notification and lead‐in. HO staff members are performing duties for which they have not been trained.

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NEW YORK OFFICE

Surpassed or within 10% of target

Between 10%‐25% of target

1. Overall assessment
Delegates continued to find UNITAR course very useful to their work, exemplified by the high number of diplomats
continuing to register for the courses. Also, participants seem to highly value the learning and training opportunities,
from the core diplomatic training, to migration policy, negotiation skill strengthening. Nearly all later evaluations show
overwhelming support, finding the courses valuable and relevant to their work which they plan to integrate into theirwork. During the year 2011, organizations started referring to the New York Office as the new UNITAR office.

2. Budget and funding

Below 25% of meeting target

Programme budget
Revised budget
Balance at beginning of biennium
Funds mobilized during biennium

2,320,330
1,598,061
247,247
697,492

Expenditures
Carry over 2012‐13 (expected)

857,403
132,526

3. 1 Expected Accomplishments(a) Strengthened capacities of diplomats to negotiate effectively in the United Nations working environment.
Indicators of achievement:(i)Increase in number of participants trained and certified(ii)

Increase in number of training courses

Performance
Target
400 diplomats trained
12 courses and increase amount ofadvanced level courses

Project specific
Carry over to 2012‐2013: Yes

Actual388
12 courses, including 6 advanced levelcourses(iii) Evaluation surveys indicate a concrete impact in terms of a mind shift experienced by many
No targetNM
participants towards a more constructive and problem solving win win negotiation culture.
Assessment: Participants provided positive feedback, negotiation series provided a knowledge enhancing opportunity, strengthening their skills for future international
conferences. 96% of beneficiaries consider the content “relevant” or “extremely relevant” for their professional duties; 97% stated that they “strongly agree” and “agree” on theintent to use the knowledge acquired. The Negotiation Series achieved its goal of strengthening the capacities of diplomats to negotiate effectively. It is a popular series among
New York‐based diplomats, even though they have a difficult time setting aside 2 days to fully take advantage of the training. The workshop on Women in Diplomacy proved to beparticularly popular among women diplomats. Most participants commended UNITAR on the quality of its trainers.
(b) Advanced policy thinking and support of dialogue on migration related topics among New York’s diplomatic community.
Indicators of achievement:

Performance
Target(i) Increase in number of participants trained and certified

800 diplomats trained on migration
issues75 diplomats certified in IML course

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Project specific
Carry over to 2012‐2013: Yes

Actual840 diplomats trained on migration
110 diplomats certified in IML course

43

(ii) Increase in number of seminars(iii) Leadership role in key policymaking(iv) Evaluation survey indicate high level of satisfaction

12 training activities
Renewal of partnership with MacArthur
Foundation, established dedicatedmigration programme in Geneva andlaunch of field activities, and expansionof NY activities at other NY locations

No target

15 training activities
Renewal of partnership with MacArthur
Foundation.
82% of beneficiaries consider the content“relevant” or “extremely relevant” fortheir professional duties; 87% stated thatthey “strongly agree” and “agree” on theintent to use the knowledge acquired;production of substantive body ofknowledge which is referenced byintergovernmental processes and otherfora (e.g. Global Forum on Migration andDevelopment).

Assessment: The migration area tried to incorporate new approaches/themes for future funding. While it is successful, there is competition from other UN agencies.
The migration area tried to incorporate new approaches/themes for future funding. While it is successful, there is competition from other UN agencies.
While UNITAR is not a UN agency specializing in migration issues, it has nevertheless become the go‐to agency in New York for training on migration. All events have been wellattended and support by the funder, the MacArthur Foundation, has been constant and steadfast. In 2011, the migration programme innovated by producing knowledge tools in
the field of migration.
(c) Enhanced knowledge of UN system (though courses on the functioning of the UN, major UN topics such as UN Reform, and“niche subjects” such as UN election systems, UN resolution drafting, reporting mechanisms and requirements, etc.)

Recurrent
Carry over to 2012‐2013: Yes

Indicators of achievement:

Performance
TargetActual(i) Number of participants trained

1,200 participants trained

1,437(ii) Number of training courses

18 courses

29 courses

No target

92% of beneficiaries consider thecontent “relevant” or “extremely
relevant” for their professional duties;
95.5 % stated that they “strongly
agree” and “agree” on the intent to
use the knowledge acquired.

(iii) Consistent positive feedback in post‐course evaluations

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Assessment: The UN reform series, plus new seminar on UN operational architecture enhance UNITAR ‘s image as a medium for knowledge and understanding of the UN system.
For 2011, NYO incorporated the theme of change management and proposed à la carte training on statement and report writing to a Permanent Mission.
The collaboration with the Permanent Mission of Switzerland on these two issues proved to be particularly successful and clearly show that Missions who want to increaseawareness on certain issues do not hesitate to turn to UNITAR to train delegates on these emerging issues. The quality and innovative character of the training provided by UNITAR
is thus widely recognized.
The UN reform series gathered an efficient mix of speakers from academia, the UN and the diplomatic community, thus providing a unique insight on these issues. Participants
were particularly satisfied by this innovative approach. The effectiveness in the development of the training and the high attendance of delegates convinced the Swiss Mission toprovide funding for a related project on UN reform for UN development activities.
(d) Delegates exposed to a programme of academic excellence in order to deepen and refresh their knowledge in fields ofRecurrentinternational law and related fields, including international relations by ensuring access to certification in advanced legal studies at
Carry over to 2012‐2013: No
top law universities in the US, through law fellowship programme, free‐of‐charge.
Performance
Indicators of achievement:
TargetActual(i) Number of participants certified

30

29(ii) Number of fellowships awarded30

29

90% of beneficiaries found theprogramme useful for their current(iii) Consistent positive feedback in post‐fellowship evaluations
No target
and future professional tasks and/or
responsibilities.
Assessment: The partnership with Columbia and NYU remains strong and every year, numerous delegates apply to take advantage of this unique opportunity. All participants areusually extremely satisfied with the courses offered. However, this programme does not generate income and NYO will focus on income generating activities.
(e) Knowledge and understanding of international legal underpinnings and legal dimensions relating to working within the UN
system enhanced

Recurrent
Carry over to 2012‐2013: Yes

Indicators of achievement:

Performance
Target2010‐2011(i) Number of participants trained

350 diplomats trained and certified

357(ii) Number of training courses

10 courses

11 courses(iii) Consistent positive feedback in post‐course evaluations

No target

89% of beneficiaries consider thecontent “relevant” or “extremely

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relevant” for their professional duties;
93.5% stated that they “strongly
agree” and “agree” on the intent to
use the knowledge acquired.
Assessment: Although we had positive feedback, NYO will reinvigorate these trainings by asking more university professors to provide the training in order to make the course
offerings more lucrative.
Recurrent(f) Successful representation of the Institute through liaison function
Indicators of achievement:(i) Authorship of all comprehensive reports on behalf of the Executive Director and of the Secretary‐Generalas pertain to the Institute’s contributions to the UN system, its evolution and future prospects; and firstauthorship of all resolutions pertaining to the Institute since 2006.
(ii) Successful management of relations with UNHQ counterparts in the implementation of the Institute’sreform (including relating to statutory issues, budgetary issues, programmatic issues, staffing issues, inter‐agency partnerships, coordination issues, etc).
(iii) Managing campaign to sensitize the UN and its membership to valued service offered by UNITAR throughits diplomatic training curriculum, and represented the Institute in negotiations with the financial
committee on this matter.
(iv) Nurturing relationships with Ambassadors to over 50 countries at the UN (directly) and many moreindirectly, through a combination of individual service/training provision requests; calls for support to
UNITAR; requests for individual expertise, etc.
(v) Actively support Geneva‐based staff and related programmes through the implementation of projects in
NY; representational role in meetings and with donors; represented the PTP and UNSSC in seminar, liaise
and obtain client for UNSSC ; liaise and inform HQ on other UN units growing role in training andintegrated Unitar as a result. Host informational briefings with the NY community at which UNITAR’s
broader curriculum has been showcased.

Carry over to 2012‐2013: Yes

Performance
Target
Maintain excellent support services for
Headquarters as required

ActualNM

Assessment: NYO sought to gain total support for initial draft of resolution, including “friends of UNITAR” an endowment fund. The resolution was approved unanimously, but onlywith reference to the SG report, and no endowment fund or friends of UNITAR. NYO also sought to assist in getting MoU signed with PTP. The Office developed better relations
with the Fifth Committee. It also carried out workshops on behalf of Permanent Missions.
The liaison function not only elevates UNITAR profile, it provides opportunity to remind missions of our capabilities and resourcefulness. The development of relations also servesto provide good relations for workshops, in requesting support from the missions’ participation. Further, it can lead to new projects. For example, with DPKO, especiallyfacilitating the membership on the SSR task force can lead to funding for programmes and or projects (In 2012, NYO received a project related to its participation on the task

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force).

Recurrent(g) Incorporation of reforms to funding structure
Indicators of achievement:(i) Alternate funding schemes identified and implemented (e.g. charging developed countries; establishingmulti‐donor fund, etc).
(ii) Secure baseline funding through special purpose grants

Carry over to 2012‐2013: Yes

Performance
TargetActualThere was no response for $1,500.00.
Half of required budget secured through
UNITAR started to charge $400.00 for
alternate funding source (approx.
courses and this has achieved some
$500,000/annum)
success.
As of this date none achieved.

Assessment: Two grant proposals submitted in first part of 2012. The response from one should be known by mid or end of April 2012, but the grantee has expressed positive
feedback. A second proposal in first quarter was submitted for a new programme area.
Recurrent(h) Strengthened in‐house training expertise and substantive knowledge
Indicators of achievement:(i)Number of training courses(ii) Percentage of increase in UNITAR trainers

Carry over to 2012‐2013: Yes

Performance
Target1 training course per staff member tofoster learning and self‐development,with specific purpose of ensuring
greater number of trainers (in‐house
expertise)
One third increase in UNITAR trainers
taking the lead in courses

Actual0 (Postponed until 2012)

Postponed

Assessment: New courses in democracy, international security, courses related to Rio+20, green economy and sustainable development, international law, preventive diplomacy
and mediation, UN reform, Un operations. Increased expertise in developing trainings and courses but still very few UNITAR trainers taking the lead in courses.
3.2 Unexpected Accomplishments (not in approved revision of the programme budget)
There were no unintended accomplishments for the biennium.

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Recurrent or project specific : N/A
Carry over to 2012‐2013: N/A

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Performance
TargetActualN/A

N/A

Performance
Target30 courses, 1,500 diplomats

Actual39 courses; 1,525 diplomats

Assessment: N/A
4. Outputs(a) Delivery of up to 30 courses to UN community benefiting over 1,500 diplomats annually)

See assessment(b) Successful implementation of liaison function as required(c) Support and delivery of on‐line offerings for diplomacy training

1

Target reported to 2012(d) Introduction of new funding structure and creative packaging (to supplement current
sources)
Assessment: The NYO successfully carries out its liaison function, it has in fact, added a dimension to this function in terms of support for UNSCC.
The office is in the process of developing one on‐line course, and hiring interns to develop more programmes.
The Office implemented a payment structure for the delegates who proved reluctant to pay for what used to be free. As a consequence, the Office is introducing new funding
sources; with a perspective to support Member States acquire their objectives within the UN system.
5. Strategic Plan
The strategic plan for 2010‐2011 had to be modified to reflect current economic realities especially vis‐à‐vis the missions. Some aspects of the plan include new programmes,aligned with the current work of the UN secretariat and the GA, as well as current geo‐strategic changes. New course offerings to elevate our profile as a center of innovation,
training and knowledge.
6. Performance Challenges and Lessons to be learned
Challenges: The lack of funding and previous long‐term mission impeded recruitment, which, in turn, made it difficult to develop new proposals and supplement current
programmes. The office will enhance its work with additional interns who will work from their respective graduate programmes.

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RESEARCH DEPARTMENT

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Knowledge Systems Innovation Unit

Surpassed or within 10% of target

Between 10%‐25% of target

Below 25% of meeting target

1. Overall assessment

2. Budget and funding

The KSI Unit has fully achieved two of the 3 performance indicators and was slightly below one as it was outside its area of
responsibility (submission of courses for EBCheck certification). All expected outputs were accomplished. A number of unplanned
activities were implemented by the unit, accounting for three additional outcomes in the biennium. In particular, the unit has
successfully launched two activities in the knowledge systems field – a course on social media tools and a new programme on
innovative sustainable leadership for youth. A major effort was directed to improving communication of activities/services and theoverall result was the complete revamping of the website with 18 new pages created; 7 videos and 2 slide shows uploaded, 3brochures/flyers available for download and 1 interactive page featuring external resources on methodologies and tools created. All
videos were uploaded on UNITAR YouTube Channel. Of the total number of views on the channel, 24% correspond to videos
uploaded by KSI. The top video in number of views (1,188 by March/12) is the KSI promotional video.

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium

508,900
495,400
N/A
N/A

2.5 Expenditures
2.6 Carry over 2012‐13

N/A
N/A

3. 1 Expected Accomplishments
Recurrent(a) UNITAR Integrated virtual learning environment is launched and operational

Carry over to 2012‐2013: N/A

Indicators of achievement(i)

Units/Programmes implementing online activities have their personalized learning area within the platform
developed(ii) Designated focal points for e‐learning within units/programmes are able to independently manage theprogramme/unit’s personalized learning area, including creating courses and managing users.

Performance
Target (as in revised budget)
All UNITAR technology‐enhanced
learning activities run on the integrated
virtual learning environment. Over 150
e‐learning courses conducted in the
new platform (2010) with 50% increasein 2011

ActualIntegrated VLE launchedwww.learnatunitar.org. A total of 221 e‐
Learning courses implemented bydivisional entities were conducted on the
new VLE. There was an increase of 76% in2011 over 2010 in the number of e‐
Learning courses delivered.

Assessment: The overall performance surpassed; slight difference in the first year of the biennium, when number of courses was 20% below target. UNITAR new VLE is up and running with thecapacity to deliver a variety of activities, applying constructivist learning approaches. An important aspect to highlight is that over 60 e‐Learning courses have been migrated to the new platform
efficiently and smoothly. The whole process was carried out in a very short time‐frame, without special financial investments, with no interruption of services, and taking into account needs andexpectations of the various divisional entities. KSI provided extensive support to programmes during the migration of contents to the new VLE. A number of sessions were organized to train e‐Learning
focal points in utilizing the new VLE; training and coaching sessions were also organized for consultants, interns and trainees supporting programmes in the implementation of online courses. For one
programme alone 9 sessions were organized. The unit has also facilitated the coming of an external expert from the University of Zurich, who delivered a 1‐day workshop on more advanced aspects
related to the implementation and delivery of e‐Learning courses on Moodle. All divisional entities implementing e‐Learning courses have access to personalized and customized working
environments. Each programme has a dedicated space within the platform, allowing for complete independence during the development and management of their activities. KSI has also constantly
consulted e‐Learning focal points during the first year of implementation of the new VLE with the objective of identifying other specific needs which would require further development of theInstitut des Nations Unies pour la formation et la recherche
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platform. At the end of the first year of implementation of the new virtual learning environment, beneficiaries’ satisfaction with the new environment was close to 90%. In 2011, a number ofdevelopments were incorporated to respond to some requests received, which included a number of improvements for local administrators and beneficiaries. The day‐to‐day help‐desk service
provided by KSI and customized coaching sessions to solve peculiar situations are highly demanded by divisional entities. Additionally, the unit has also supported programmes which were new to e‐
Learning activities and started developing courses in 2011 by training e‐Learning focal points and temporary consultants.

(b) UNITAR website on terminology, training methods and tools launched and operational for inter‐agency collaboration

Recurrent
Carry over to 2012‐2013: N/A

Indicator of achievement:(i)

Website officially launched for UNITAR and made publicly available within UN networks such as Geneva
Learning Network and UNeLearn Group.

Performance
Target (as in revised budget)

ActualWebsite featuring 350 entry pages; 60
toolkits of training methods and tools(December 2010) and another 40 by
December 2011.

Click4it (www.click4it.org), was launched
and is available to the public at large. By
the end of the biennium, the site featured
over 500 entry pages and 80 toolkits oftraining methods and tools (80% of thetarget).
Assessment: Overall target achieved. The number of new entries (new pages) exceeded the target by 43% while the number of new toolkits was 20% below target. The Click4it – UNITAR Learning andTraining wiki was the Institute’s ever web 2.0 resource. The launching of the site involved a long process and substantive efforts to secure the quality of the contents and the adequacy of theinfrastructure. The public launching required the migration to an external server, demanding intense supervision associated with quality control for bug fixing and interface adjustment. The wiki’s lookand feel was completely designed in house; a guided video tour was also developed in house to present the wiki’s contents and features to users. The KSI unit has also uploaded the contents on the
Monitoring % Evaluation section. The M&E section concluded the research on a number of terms but lacked human resources capacity to upload the contents on the wiki. On a collaborative effort
with the M&E section over 100 terms were uploaded and selected toolkits developed to assure that the wiki would display sufficient content on this topic.

(c) International quality standards criteria, including quality criteria for technology‐enhanced learning, analyzed to enable the setting Non‐Recurrent
up of quality assurance mechanisms at UNITAR.
Carry over to 2012‐2013: N/A
Indicators of achievement:(i)Open ECBCheck Quality Criteria analyzed and presented to UNITAR Staff for sensitization(ii) Compiled report on quality standards criteria finalized

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Performance
Target (as in revised budget)
Open ECBCheck Criteria adopted fortechnology‐enhanced learning, 6
courses presented for certification; 1
compiled report analyzing quality
standards criteria presented

ActualECBCheck quality criteria recommended
by the Quality Assurance Committee(QAC) as quality indicator for e‐Learning
courses. Two courses self‐assessed,
submitted for peer‐review, and certified
by ECBCheck. Stocktaking exercise on
accreditation and certification concluded
and results presented to QAC.

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Assessment: The report on quality standards was concluded and presented to the QAC, but targets on the certification of courses where not achieved. Two courses were certified instead of 6 asdivisional entities implementing e‐Learning courses did not propose further courses for certification. In house capacity on ECBCheck has been developed, but programmes did not reach the phase to
finalize completely the required self‐assessment process for the annual certification process. As per UNITAR’s Strategic Plan, KSI organized one information session to present the Open ECBCheck
standards and disseminate documentation explaining the criteria and indicators. The level of awareness within the Institute as regards quality standards has been raised and all divisional entities
implementing e‐Learning courses are now familiar with the ECBCheck framework and the certification process. Some programmes have initiated their first self‐assessment – the self‐assessment is thefirst step in the certification process – and were supported by KSI through one‐one coaching sessions. KSI has worked individually with programmes, supporting the self‐assessment exercise and also
providing feedback and comments in the report produced with the objective of clarifying the areas where adaptations would be required to assure ECBCheck alignment.

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over to 2012‐2013: N/A

Accomplishment: Training offers diversified with the inclusion of emerging new topics
Indicators of achievement:

Performance
Target (as in revised budget)

Pilot programme on green entrepreneurship and sustainable leadership for youth and young professions
launched in partnership with OpenLab
Course on social media tools for development launched in partnership with FAO

N/A

Indicators of achievement:

Performance
Target (as in revised budget)

ActualN/A

Recommendation presented to QAC on
the analysis of learning hours

Actual1 pilot programme organized, benefiting
68 participants
Course launched; 4 sessions conducted,
N/A
benefiting 122 participants.
Assessment: KSI has concluded partnerships with OpenLab and the UN Food and Agricultural Organization (FAO), which enabled the Institute to diversify its training offers to new emerging topics
such as social media and web 2.0 for development and youth entrepreneurship and leadership training. On youth training a pilot session of the Open Dojô Programme was organized in Brazil. This The
OpenDojô works with innovative methodologies, based on practices and experiences, to develop youth capacity on green entrepreneurship and sustainable leadership. The development of eco‐
prototypes is an important element of the OpenDojô programme and one that has most attracted participants’ attention. The programme is divided in two phases (presencial) separated by a practiceinterval where participants develop their projects and are coached virtually. The partnership with OpenLab has provided a unique opportunity for UNITAR to offer capacity development activities toyouth and young professionals, a target audience that had not been reached before.
UNITAR and FAO have signed a cooperation agreement to jointly deliver a series of online courses on knowledge management and web 2.0 technologies for development. A pilot session of the firstcourse on social media tools for development was implemented in 2010, producing excellent results as noted in the implementation report. The course has been conducted again in 2011, when three
sessions were delivered.
Recurrent
Accomplishment: Knowledge, information, guidance and coaching provided, enabling quality enhancement of the Institute’s activities
Carry over to 2012‐2013: N/A

Analysis for the calculation of learning hours and recommendation for equivalence of UNITAR credit scheme
concluded
In‐house capacity on instructional design developed

N/A

3 sessions conducted to build ID capacity

Informal knowledge sharing events organized

N/A

2 sessions organized

Assessment: A partnership was established with University Fernando Pessoa (UFP), based in Portugal, with the objective of facilitating the validation of courses delivered by UNITAR through theInstitut des Nations Unies pour la formation et la recherche
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European Credit Transfer System (ECTS). KSI has worked with UFP to conduct an analytical exercise to estimate the number of learning hours of courses in the area of international law, local
development, multilateral diplomacy and public finance and trade. The outcome of the exercise produced a recommendation for the Quality Assurance Committee, suggesting that courses indicate
systematically the number of learning hours (syllabus) and that UNITAR adopts an internal credit system that would be similar to the ECTS: 1 UNITAR credit equivalent to 25 learning hours.
On the development of in‐house capacity on instructional design, a number of coaching sessions were provided to programmes implementing e‐Learning courses, in particular to introduce a basic
structure to work with the ADDIE model of instructional design. Additionally, KSI has supported the Human Resources Section in the organization of an external training session and organized anexpert talk on instructional design, with a senior officer from UNHCR to give a talk on adult learning principles and e‐Learning design. Informal Knowledge sharing sessions were organized on two
topics: instructional design, sharing the practical experience with the implementation of the social media for development course, and on copyright issues related to e‐Learning courses.
Recurrent
Accomplishment: Improved communication of activities and services
Carry over to 2012‐2013: N/A

Indicators of achievement:

Performance
Target (as in revised budget)

ActualWebsite: corporate pages on e‐Learning redesigned and information video produced

N/A

6 new pages; 1 promo video uploaded

Corporate brochure presenting UNITAR e‐Learning activities produced and disseminated
KSI’s website revamped with new pages created, promotional videos uploaded, and information material
available for download.

N/A
N/A

Brochure produced and disseminated18 new pages created; 7 videos and 2 slide
shows uploaded; 3 brochures available fordownload; 1 interactive page on external
resources available.
Assessment: A new section presenting e‐Learning at UNITAR , introducing key corporate aspects on technology‐enhanced learning has been created and is now available through KSI’s website. The
unit has liaised with the various programmes producing e‐Learning courses and developed a promotional video presenting the major thematic areas where e‐Learning courses are offered. A corporate
brochure on e‐Learning has also been designed and produced in‐house by KSI unit. Funds could also be secured and the brochure was printed out and distributed to the various programmes.
The KSI website was completely revamped; an informative institutional video presenting KSI’s activities was produced and a number of new pages created: quality standards, partnerships, web
resources, social media course, Open Dojô Programme, and Click4it wiki. All pages include media rich materials: slide shows; videos, photo‐story, etc.

4. Outputs

Performance
Achieved(a) Complete online infra‐structure for the virtual learning environment, including
customization and look & feel for the various units/programmes
9(b) Website Training Terminology, Methods & Tools developed on web 2.0 technology andInstitut des Nations Unies pour la formation et la recherche
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TargetActualTechnology‐enhanced
learning activities run
on the integrated VLE.
Over 100 e‐learning
courses conducted in
the new platform(2010) with 50%
increase in 2011

Integrated VLE launchedwww.learnatunitar.org. A total of
221 e‐Learning courses
implemented by divisional entities
were conducted on the new VLE.
There was an increase of 76% in2011 over 2010 in the number of e‐
Learning courses delivered.

Website featuring 350

Click4it (www.click4it.org), was53

entry pages; 60
launched and is available to thetoolkits of training
public at large. By the end of themethods and tools
biennium, the site featured over 500(December 2010) and entry pages and 80 toolkits ofanother 40 bytraining methods and tools (80% ofDecember 2011.
the target).
1 compiled report
Stocktaking exercise on(c) Compiled integrated report on quality standards criteria issued and submitted toanalyzing quality
accreditation and certification
Internal Quality Control Committee (Quality Assurance Committee)
9standards criteria
concluded and results presented topresented
QAC.
Assessment: All expected outputs achieved with some exceeding the target such as the website on training methods and tools and the number of courses conducted through the new virtual
learning environment.

publicly available

5. Strategic Plan
KSI concluded partnerships with 3 institutions (FAO, University Fernando Pessoa, and OpenLab), identifying key institutions with expertise in subject areas and expanding the
network of partners. These partnerships have created the possibility of launching two new activities in relevant topics not addressed by the Institute: youth training and social
media tools for development. The unit has also substantially contributed to the work of the Quality Assurance Committee, compiled a report on accreditation and certification
standards, introduced specific quality framework for e‐Learning courses, including developing in‐house experience with this particular certification process, and supported thedevelopment of in‐house instructional design skills as indicated in strategic priority II – Enhancing the Quality and diversity of Products and Services.
6. Performance Challenges and Lessons to be Learned
There are indicators that are not 100% responsibility of the unit as they depend on work performed by various divisional entities. As these entities did not achieve indicated targets(e.g. number of courses submitted for ECBCheck certification) the performance of the unit became compromised. Thus, indicators should consider targets which fall within the
responsibility of the unit to avoid underperformance in areas where it cannot actually control. It was noted that in the previous biennium budget in certain aspects there was noclear distinction between outputs and outcomes. This has been taken into account during the preparation of the new budget for the biennium 2012‐2013. Overall, the unit has asignificant number of expected deliverables but is still lacking proper human resources capacity, which continues to require double managerial effort to achieve performancetargets as the unit continues to rely heavily on the work of gratis personnel (trainees and collaborators). In particular, the research that needs to be conducted to develop content
for the Click4it wiki and to support programmes on aspects related to quality standards (ECBCheck self‐assessment, for example). The frequent turnover of gratis personnel
continues to be a challenge. The need for continuous investment to identify and train gratis personnel compromises the time available to carry on more advanced research on
training trends and innovative approaches for learning. Nevertheless, the work performed by gratis personnel is essential for the unit to be able to deliver on its expected outputs.

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MONITORING AND EVALUATION SECTION

Surpassed or within 10% of target

Between 10%‐25% of target

Below 25% of meeting target

1. Overall assessment

2. Budget and funding

The section achieved its intended results for the most part. Two intended results were achieved, while one was partially achieved and
one was assessed as not being measurable (two performance measures were overtaken by events). Overall, individual andinstitutional capacities for monitoring and evaluation have increased, and corporate record‐keeping and reporting capacities havebeen enhanced. The section has also enhanced the monitoring of the strategic plan with status updates and reports to the Board ofTrustees at regular intervals. The section did not make progress on knowledge sharing, however, and this element will be emphasized
during the 2012‐2013 cycle. One unintended outcome (initiation of independent M&E function) was achieved. Six of eight outputs
were fully achieved, while 2 were partially achieved. The most noteworthy output was the finalization of the M&E Policy Framework
which is scheduled to take effect in April 2012. The section’s results were closely aligned with priority area III of the 2010‐2012
Strategic Plan. Two performance challenges relate to the small size of the section, limited access to activity funds, and formulation ofsome results and performance measures.

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium$555,000$555,000
N/A
N/A

2.5 Expenditures (expected)
2.6 Carry over 2012‐13 (expected)

N/A
N/A

3. 1 Expected Accomplishments
NM

Recurrent : Yes (to be reformulated)(a) Increased individual and institutional capacities on monitoring and evaluation

Carry over to 2012‐2013: Yes

Indicators of achievement:(i) Monitoring and evaluation methods, tools and approaches are applied in Institute operations
and programming(ii) Knowledge sharing takes place whereby evaluation results lead to enhanced future

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Performance
Target (as in revised budget)
Practice of integrating monitoring andevaluation into programme project
proposals increases (i.e. all $50,000+
projects contain M&E specific activities
in project documents)
Practice of applying results‐based
framework in project proposals
increases (i.e. all 50,000+ projects
include expected outcomes andindicators of achievement, together
with clear description of outputs,
activities and inputs)
50 UNITAR staff and collaborators
trained on M&E
4 case studies/best practices circulated,

ActualNM. Target overtaken by events inrelation to the finalization of the M&E
Policy Framework.

NM. Target overtaken by events inrelation to the finalization of the M&E
Policy Framework.

Partially met. 11 staff trained on
measuring and evaluating learning
outcomes.
055

illustrating improved programming
based on evaluation feedback results(with clear illustrations of attribution
and contribution of programme to
expected objectives
Assessment: Overall it is difficult to assess the achievement of this expected outcome. Two targets (practice M&E into project proposals, and practice applying RBM in project proposals) are difficult tomeasure and largely surpassed by the finalization of the new Monitoring and Evaluation Policy Framework. A number of new monitoring and evaluation tools have been developed and circulated, andare being applied by an increasing number of staff in project management with encouraging results. This includes new approaches to tracking progress towards results, and efforts to ensure proper
formulation of results and specification of indicators and performance measures in results‐based budgets and work planning. The new M&E Policy Framework takes account of the RBB performancetargets, however. The finalization of the framework took more time than expected, due to the need to consult thoroughly with managers (the draft framework was considered twice at management
meetings, and numerous individual and group meetings were held). The number of staff trained on M&E is less than targeted, resulting largely from budget constraints and funding availability in the
training budget, and the longer than anticipated time to finalize the new framework. Case study performance measure was not met due to limited capacities, both financial and human, of the section.
Knowledge‐sharing will be emphasized in the 2012‐2013 cycle.

programming

Recurrent(b) Increased ‘corporate‐level’ statistic record‐keeping and reporting capacities of the Institute

Carry over to 2012‐2013: Yes

Indicators of achievement(i) Evaluation practices harmonized and outcome‐level evaluations performed and information
circulated to donors and other key stakeholders

Performance
Target (as in revised budget)
Harmonized evaluation templates used
for all operations/programmingtargeting beneficiaries; Kirkpatrick level1 evaluation applied to all
projects/activities
Kirkpatrick level 2 evaluation orequivalent approach performed for all
skills and knowledge transfer training
projects/activities(ii)Donors and other partners have knowledge and awareness of key UNITAR programming
outcomes

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Kirkpatrick level 3 evaluation orequivalent approach performed for all
medium sized projects ($100,000+) at
the country level
Evaluation results compiled annuallyand circulated to donors and otherpartners

ActualNote: Mostly achieved, but difficult tomeasure accurately.

Note: Partially achieved, but difficult tomeasure accurately. Results from KPIreporting indicate that many skills
development and knowledge transfer are
not including an evaluation of learning
Note: Partially achieved

Not achieved.

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Assessment: Corporate level statistic record keeping and reporting capacities of the Institute have undeniably increased during the biennium, although the indicators ofachievement and performance measures have not been fully met when comparing actual and targeted measures. Harmonized evaluation templates for Kirkpatrick level 1 evaluation areused widely as of 2010 and increasingly used in 2011, with results on key performance indicators complied and announced and made transparent (newness of information, job relevance and intent touse). In 2010, only five programmes and offices reported data from these variables, however. In 2011, seven (tbc) entities reported data. The same observation applies for Kirkpatrick level 2
evaluation of learning. The section has not been able to compile and circulate results annually to partners and donors, although individual programmes do report results to partners and donors, in linewith existing practices. As of 2012, it is expected that the number of Kirkpatrick/Phillips level 2 and 3 evaluations will increase with the recent training on learning outcomes (September 2011) and theimplementation of the new M&E Policy Framework.
Non recurrent(c) Strengthened image in management efficiency and effectiveness

Carry over to 2012‐2013: No

Indicators of achievement

Performance
Target (as in revised budget)

Actual(i) Positive follow‐up to past audit recommendations, recognizing progress in fields of monitoring andevaluation

Relevant monitoring and evaluation
Mostly achieved. See assessment
policies, strategies and guidancecomments
documents in place;
Follow‐up Board of Auditors report
BOA 2011 report indicates thatindicates that monitoring and evaluation performance evaluation recommendation
recommendations (monitoring andhas been implemented.
result indicators) have been completely
implemented(ii) Institutional relationships enhanced with UN and non‐UN agencies in field of M&E
Coordinated follow‐up with UNSSC and Follow‐up coordinated with UNSSC on
other research and training institutes,
report to SG on evaluation practices.
including UNEG and other monitoring
Coordinated follow‐up also with WBI
and evaluation expertise within andcapacity results and WBIEG.
outside the UN
Assessment: During the reporting period, the section has prepared and circulated a new M&E Policy Framework which was presented to the Board of Trustees at the 50th session and finalized at theend of the biennium. The framework will take effect as of the second quarter of 2012. Guidance documents have been prepared, revised and circulated on monitoring and evaluation, including levelsof evaluation (reaction, learning), indicators, performance reporting and results‐based budgeting. The 2011 report of the Board of Auditors concluded that an evaluation recommendation has been
implemented. Independent commissioned report to the SG on evaluation practices of the United Nations research and training institutes has also taken note of UNITAR evaluation practices, as did the2011 Report of the Secretary‐General to ECOSOC.
Recurrent(d) Enhanced monitoring of Institute’s strategic planning process

Carry over to 2012‐2013: Yes

Indicator of achievement

Performance
Target (as in revised budget)(i)Data compiled and reviewed quarterly

Regular tracking/review and analysis of accomplishments

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ActualPartially achieved. See assessment57

on 4 strategic priority areas

comments.

8 meetings with strategic plan
NM. See assessment comment.
monitoring cluster
Performance review prepared andAchieved. See assessment comments.
presented to Board of Trustees onannual basis
Assessment: The Strategic Plan is regularly monitored by the M&E Section, in conjunction with managers and staff with focal point responsibilities under the 4 strategic priority areas. The strategicplan monitoring cluster was surpassed with the establishment of the Monitoring and Evaluation Section, which reports to the Executive Director. Status updates on the plan’s implementation, in
addition regular updates on a set of key performance indicators (KPIs), have been presented to the Board of Trustees at its 49th, 50th and 51st sessions. The results of the status updates are recorded
on UNITAR/global and discussed regularly at quarterly management meetings.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent or non recurrent: N/A
Carry over to 2012‐2013: Yes

Accomplishment: Independent project monitoring and evaluation function initiatedIndictor(s) of achievement: Number of independent monitoring and evaluations conducted or managed

Performance

Target: NA
Actual: 1
Assessment: In addition to providing guidance for self‐evaluations, the section initiated independent monitoring and evaluation exercises, with one interim M&E exercise and report for a project
executed by the Chemicals and Waste Management (CWM) Programme. A final M&E exercise was also initiated during the period, producing findings, conclusions, recommendations and lessons
learned. This function will be strengthened during the 2012‐2013 biennium.
Performance
4. Outputs
Achieved
TargetActual(a) Various reports, including a report on a stocktaking exercise conducted in‐house on current methods,
tools and approaches of programme evaluation, and reviews of practices of selected agencies within
9and outside the United Nations system; end‐of‐the‐year reports summarizing corporate level
achievements
Partially(b) Harmonized evaluation templates developed and usedachieved(c) A monitoring and evaluation system, designed, tested and implemented

9(d) Recommendations issued to senior management

9(e) Annual evaluation plans developed

9(f)Guidance/discussion document(s) will be produced and updated regularly on evaluation methods andtools, with examples of application to the UNITAR context, including case studies on experiences/best

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achieved58

practices evaluating outcomes of selected training projects and programmes(g) Training workshop on monitoring and evaluation methods, tools, organized with HRM and KSI(h) Annual performance review on implementation of the 2010‐2012 Strategic Plan.

9
9

Assessment: Outputs are expected to have been achieved by the end of the reporting period with the exception of case studies on experiences/best practices of evaluating
outcomes of selected training projects and programmes. The most significant output produced is the design of a new monitoring and evaluation policy framework (system) which
required considerable research, in addition to consultation with staff and managers within UNITAR and experts outside of UNITAR. The policy framework, once it takes effect(scheduled for April 2012) is expected to provide clarity and direction on monitoring and evaluations requirements. Harmonized evaluation templates have contributed tostandardizing key performance data. As of January 2012, an annual evaluation plan (already structured) will enable the Institute to keep track of the number and types as well as
results of evaluations, with a view to increase capacity in the field of knowledge management and lessons learned. Recommendations issued to senior management included, mostimportantly, the need to further strengthen the Institute’s managing for results capacities, tightening the formulation of outcomes and better specifying indicators. The Section also
closely monitored key performance indicators, which enabled the Institute to summarize and present corporate achievements to the Board of Trustees. Unachieved outputs (casestudies on experiences/best practices on evaluating outcomes) while identified have not yet been produced and circulated, largely due to limited human and financial resources.
5. Strategic Plan
The section’s work planning has been largely guided by the strategic plan’s priority area III on strengthening resource efficiency, effectiveness and accountability in deliveringresults. The section has exerted much effort in strengthening harmonized work planning across the Institute and in developing results‐based templates, guidance documents andother tools. As mentioned under section 4, above, the development of a new Monitoring and Evaluation policy Framework is perhaps the single most important strategic result
achieved during the biennium, as it identifies a set of principles and minimum requirements that will guide monitoring and evaluation exercises and reporting of Q2 of 2012. With
regard to beneficiaries (and events), more detailed and accurate reporting is now performed and analyzed, and the level of detail will further increase in 2012 with all full andshared categories of beneficiaries reported through the Events Management System. The section was largely responsible for the design and organization of new rounds of RBM‐
related training, with a workshop on measuring and evaluating learning outcomes having been delivered in September 2011. The workshop received encouraging feedback in termsof net learning gain and overall participant reaction on the key feedback parameters, including newness of information, job relevance, intent to use and overall usefulness.
Harmonized evaluation templates which programmes administer to obtain beneficiary feedback enable the Institute to record key performance data on the overall value of its
services, such as newness of information, intent to use and job relevance.
6. Performance Challenges and Lessons to be Learned
The small size of the section (one regular staff and occasional interns) and the limited access to activity funds are the section’s two most significant performance challenges. These
resource constraints were compounded during the first half of 2010 when the section’s manager was appointed as Secretary of the Institute’s Board of Trustees, an assignment
which consumes a large amount of time. Other performance challenges relate to mobilizing programmes and other entities for timely and accurate reporting, as well as ensuringthat the expected accomplishments and performance measures, while maintaining a certain level of ambition, are formulated in such a way that results can be more closely
attributed to the section’s work. Several lessons to be learned can be drawn from these challenges. First, time management is critical for the effective functioning of the section,
particularly given its resource constraints. As such the section needs to engage staff on a more regular basis to contribute to the monitoring of the implementation of the strategicplan. Second, there is a need to re‐think the formulation of the section’s outcomes and performance measures so that results can be more closely associated with the section’s

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activities (and less dependent on other division managers who do not report to the section).

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UNITAR OPERATIONAL SATELLITE APPLICATIONS PROGRAMME

Surpassed or within 10% of target

Between 10%‐25% of target

1. Overall assessment
The programme performed according to plans in both reaching the biennium budget and attaining its strategic goals ofdeveloping a human rights service and a new training offer during the biennium. One important lesson pertains to therole of expert contractors in the production of geospatial information. These valuable resources need to continue to be
recruited as individual contractors and flexibility is necessary on the part of HR to maintain these experts in the
Programme for at least 2 years each. The experience of the biennium also showed that the UNOSAT organigram should
be streamlined by eliminating one of the two P4 positions and using at least one Senior Advisor for strategic
development in the area of country projects and integrated solutions.
3. 1 Expected Accomplishments

2. Budget and funding
2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium

5,742,368
3,993,743
1,040,276
4,769,827

2.5 Expenditures

4,600,456

2.6 Carry over 2012‐13

1,266,664(a) High resolution and all‐weather satellite imagery, are available on a standard basis for all humanitarian emergencies and recovery operations
coordinated by the UN for both decision making and operational coordination in the field
Indicators of achievement

Below 25% of meeting target

Recurrent
Carry over to 2012‐2013: No

Performance
Target (as in revised budget)
UNOSAT continues to cover 100% of
humanitarian operations; recognitionof UNOSAT as the UN main centre of
excellence for satellite applications

Actual
On target: all requests received fromhumanitarian entities during biennium
were acted upon; multiple feedback fromsenior staff and field workers confirmed(ii) Senior humanitarian decision makers are regularly provided with satellite derived analyses
perception of UNOSAT as main UN
satellite analysis centre
Assessment: UNOSAT humanitarian rapid mapping service continues to be extremely successful and the flagship activity of the Programme. Donor support continues to be predictable and stable but it
does not increase following the substantial increase in requests of support received by UNOSAT. Alternative measures put in place by UNOSAT to obtain more imagery with less resources have partly
compensated the lack of additional funding but this does not solve the need to cover increasing staff and contractor costs.
(i) Percentage of UN emergency response operations supported with integrated mapping and satellite derived
analysis packages(b) Applied research and direct technical support in the area of satellite applications are developed further to cover additional areas of interest,
based on the work done in previous biennium. In parallel, UNOSAT remains engaged in research and consulting within EU funded GMES and EU
sponsored tendered projects.
Performance
Indicators of achievement:
Target (as in revised budget)(i) Human Rights community can access UNOSAT analysis services upon request(ii) Piracy monitoring and related human security applications are consolidated and validated withusers

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UNOSAT is key partner in partner in atleast 2 new global initiatives relating tocontinental monitoring and global

Recurrent
Carry over to 2012‐2013: Yes
ActualAchieved
Achieved61

(iii) Additional partnerships are concluded to create further synergy with space related entities and users(iv) Country projects are carried out in Nigeria and Indonesia(v) Participation in at least two international project teams with funds coming from EU calls for tender(vi) Test and review navigation and positioning service for humanitarian fleet (HumaNav initiative)

mapping databases; a Global Mapping
Achieved
Facility is realized in cooperation withspace partners; HumaNav is successfully Partly Achieved (Nigeria only)
Achieved (REACH submission won in Aug
concluded as test case.
2011; and new tender submitted with
Ansur in Aug 2011)
Achieved and exceeded planning with
UNHCR order of HumaNav kits in 2011

Assessment: UNOSAT was successful in raising funds and developing its human security component. In less than one year UNOSAT was supporting various human rights
investigations, the International Criminal Court and the Security Council’s Panel on the Sudan. The funding provided by the initial project was doubled by UNOSAT during 2011 byaccessing complementary funding from private foundations.
Recurrent(c) Expanded training capacity in both face‐to‐face and distance learning environments

Carry over to 2012‐2013: No
Indicators of achievement:(i) Number of UN and non UN experts are trained in satellite applications for emergency response
and territorial planning(ii) Tool‐kits and guidelines and other original training material are developed for integration in
relevant UNITAR training programmes

Performance
Target (as in revised budget)

50% increase in number of direct
beneficiaries of training;;
a collaborative one‐UN training
platform is designed and tested

UNOSAT training modules areavailable on‐line(iii) UNOSAT e‐learning modules are available on the web

ActualTarget met
Partly met: training materials weredeveloped for all UNOSAT courses but
the one‐UN platform was notelaborated
Not met: strategy has changed andon‐line modules will be reduced tocover only basic training. this will
occur between 2011 and 2012

Assessment: Training by UNOSAT has grown substantially during the biennium. Further studies demonstrated that distance learning in GIS is not recommended. Donor support for training
consolidation has not materialized in 2011 but it is part of strategic plans for the biennium 2012‐2013

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
There were no unintended accomplishments for the biennium.
Indicator of achievement: N/A

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Carry over to 2012‐2013: Yes

TargetActual62

N/A
4. Outputs(a) A core IT platform, technical assistance and training package relating to cutting edge
satellite technologies, applications and delivery systems for humanitarian relief, peaceand security, and development projects, supported by a coherent research programme(to be used in country projects)(b) Delivery of sustainable operational geographic information support in case ofhumanitarian operations, post crisis planning, and human rights (available 24/7)(c) A Strategic Plan aiming at the consolidation of UNOSAT as the UN centre of excellence forsatellite solutions; formalized Global Mapping Facility accessible to countries andinternational entities in need of satellite data and solutions for implementing the MDGs

N/A

Performance
Achieved

TargetActual99Partially
achieved

1 ‐ Positioningof UNOSAT as
centre ofexcellence forsatellite
analysis;
2 – Creation ofa Global
Mapping
Facility

Target 1: achieved
Target 2: dropped and replaced withstrategic partnership with Google. The
initial plan was made obsolete bytechnological evolution in web
supported mapping(d) One open ended training platform with the participation of space agencies and users
The training offer of UNOSAT was
alike to generate knowledge and transfer it to beneficiaries worldwide
created and delivery of training up to
Master level was done, but the idea of
9
the Platform was abandoned because
the training offer by UNOSAT
specializes in niche training modules
only
Assessment: The overall rating of the output for the biennium is considered as positive. The Programme achieved all its strategic targets even though in some instances this wasdone using a methodology different from that envisaged at the beginning of the biennium. The reason for these changes resides in the fast moving technological environment inwhich UNOSAT operates.

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5. Strategic Plana) The Programme contributed to enhancing the Institute’s training offer by creating modules on GIS and satellite analysis for emergency response. Some of these modules areexported into partners training programmes thus enhancing the presence and visibility of UNITAR’s professional trainingb) The Programme participated in the effort to certify UNITAR training diplomas by delivering the first Master level modules hosted at UNITAR. The UNOSAT GIS course within the
Master of Disaster management of the University of Copenhagen gives students 6 credits.
c) The Programme gave substance to the Research Department by innovating in the area of integrated satellite solutions with the Fleet Tracking and Management initiative(HumaNav) and in the area of GIS and mapping by launching a human security monitoring service
6. Performance Challenges and Lessons to be Learned
Performance Challenges – (a) Challenges encountered in the delivery of results during the biennium were all marginal and presented low risk. However limitations put by internal
rules on procurement and operational flexibility posed challenges that should be addressed in the next biennium. (b) The drive to stabilize the staffing table of UNOSAT should notaffect the continuous need for experts recruited as individual contractors who have profiles different from standard UN staff profiles. The Programme should have a streamlined
management and programming staff and rely on a number of expert contractors in the GIS and remote sensing areas
Lessons to be Learned – The application of the knowledge content development approach may be a negative element in the search for predictable and stable funding when thisfinding comes essentially from projects and service activities. The relative weight of corporate should be monitored and then spread across programmes rather than being entirely
covered by institutional charges.

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TRAINING DEPARTMENT

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ENVIRONMENTAL GOVERNANCE PROGRAMME
1.

Surpassed or within 10% of
targetOverall assessment

Between 10%‐25% of target2.

100% of all expected accomplishments have been achieved. In most areas actual performance exceeded targets.

Below 25% of meeting target

Budget and funding (in USD)

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium

1,274,534
1,732,779
576,641
2,676,657

2.5 Expenditures
2.6 Carry over 2012‐13

1,219,403
2,019,645

3. 1 Expected Accomplishments(a) International knowledge base to support effective training and capacity development in the area of environmental
governance and climate change is enhanced
Indicators of achievement(i) Number of international conferences on environmental governance organized/co‐sponsored(ii) Number of research papers and reports generated/catalyzed through programme activities

Performance
Target (as in revised budget)

Recurrent
Carry over to 2012‐2013: Yes

Actualnd

Organization of 2nd UNITAR Yale
Conference on Environmental
Governanceand Democracy, 2010.

2 UNITAR Yale Conference organized on 17‐
19 September 2010 with 160 external
participants and 30 Yale students.

Knowledge management platform forclimate change governanceestablished.

Online conference platform on climate change
governance established(http://conference.unitar.org/yale/2nd‐
conference‐environmental‐governance‐and‐democracy ).

UN CC:Learn Knowledge Sharing
Platform operational.
50 research papers
generated/catalyzed.

UN CC:Learn platform operational(http://www.uncclearn.org/).
103 research papers on climate change
catalyzed (accessible at
http://conference.unitar.org/yale/conference‐
papers ).

Assessment: The 2nd UNITAR‐Yale Conference brought together 190 academics, governance practitioners, civil society representatives and students from more than 20 developed
and developing countries. The event was organized in partnership with UNDP, UNEP, UNESCO, UN‐HABITAT, the World Bank, OECD, the Earth System Governance Project, theWorld Resources Institute, and the Stakeholder Forum for a Sustainable Future. The Conference catalyzed 103 papers (more than the double of the target of 50 papers). The UN
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CC:Learn knowledge sharing platform is operational, including a Library of UN Materials Relevant for Climate Change Learning with over 1,100 materials, a Calendar of UN Learning
Events, and weekly in focus articles about the latest developments and services offered by the UN in the area of climate change learning.
(b) Diversity and scope of international guidance and course materials on environmental governance guidance that responds toneeds of developing and transition countries is expanded
Indicators of achievement:(i) Number of new peer‐reviewed guidance documents and training courses prepared

Performance
Target (as in revised budget)

Carry over to 2012‐2013: Yes

Actual2 e‐learning courses on specificMultilateral Environmental
Agreements prepared and peer‐
reviewed.

Learning objectives, course outline and draft
text for 2 e‐learning courses on themes of the
UN Conference on Sustainable Development,
Rio+20, June 2012 developed. Peer‐review by
UNEP ongoing.

Guidance document on Developing a
Human Resource and Skills
Development Strategy for Climate
Change prepared and peer‐reviewed.

Draft Guidance Document on Developing a
National Strategy to Strengthen Human
Resources and Skills to Advance Green, Low
Emission and Climate Resilient Development
prepared. Peer‐review by UN CC:Learn
Partners.

6 Introductory Climate Change
Learning Modules prepared and peer‐
reviewed.

8 independent introductory learning
modules/courses on climate change themes
prepared (available at
http://www.uncclearn.org/tacc‐regional)

3 Advanced Climate Change Learning
Package available as drafts.

Overall concept for Advanced Learning
Packages on climate change priority topics
developed and endorsed by UN CC:Learn
Steering Group. Development of 5 packages
initiated and partnerships established.
23 country applications received for 2011‐2013 UN CC:Learn Pilot Projects to Strengthen
Human Resources and Skills to Address
Climate Change for 5 available slots.
32 multi‐lateral organizations collaborating in
UN CC:Learn.

(ii) Number of countries who express an interest in pilot testing new guidance/courses

No target defined.

(iii) Number of international organizations engaged as partners

No target defined.

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Recurrent67Assessment: Important progress has been made in developing two e‐learning courses on themes of the UN Conference on Sustainable Development, Rio+20, June 2012 (Green
Economy and Institutional Framework for Sustainable Development) and the course outlines and draft text is available. Courses will be delivered in May‐June 2012. The UN
CC:Learn partnership was extended significantly with now 32 multi‐lateral organizations collaborating in the initiative. The UN CC:Learn Pilot Projects to Strengthen Human
Resources and Skills to Address Climate Change received considerable country interest. 23 countries submitted full application packages developed through multi‐sectoral andmulti‐stakeholder processes and through engagement of national learning institutions. A draft Guidance Document on Developing a National Strategy to Strengthen Human
Resources and Skills to Advance Green, Low Emission and Climate Resilient Development has been developed and is being pilot‐tested in UN CC:Learn pilot countries. 8 independent
introductory learning modules/courses on climate change themes have been prepared in partnership with UNEP (target: 6) and have been tested at 6 awareness raising andtraining workshops for groupings of sub‐national authorities. The Advanced Learning Packages on climate change priority topics have been conceptualized, the development of 5
packages has been initiated and lead partners have been identified.
(c) Environmental governance capacities in developing and transition countries to implement Principle 10 of the Rio Declaration and
the Aarhus Convention are strengthened
Indicators of achievement:(i) Number of countries that complete a national profile, set priorities and complete an action plan to implement
Principle 10 of the Rio Declaration and the Aarhus Convention(ii) Number of participants that participate successfully in project workshops and activities(iii) Degree of multi‐sectoral and multistakeholder collaboration in project implementation

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Performance
Target (as in revised budget)

Recurrent
Carry over to 2012‐2013: Yes

ActualNational priorities and action planscompleted on Principle 10 in 3
developing countries, including 150
participants.

Pilot Projects entitled “Preparation of a
National Profile and Action Plan to
Implement Principle 10 of the Rio
Declaration” completed in 5 developing
countries (1 project ongoing). In total 190
participants attended UNITAR‐supported
National Priority Setting Workshops.

Follow‐up capacity development
activities completed in 1 developing
country.
National workshops on strengthening
human resources and skills
development to address climate change
completed with 150 participants, andnational strategies initiated in 3
countries.

Capacity development project completed
in Costa Rica including local workshopswith 70 participants.
National UN CC:Learn Pilot Projects todevelop National Strategies to Strengthen
Human Resources and Skills to Address
Climate Change initiated in 5 countries.
National Workshops, Technical Follow‐up
Sessions, and knowledge‐sharing events
organized with a total of 530 participants.

Not measurable.

68Assessment: All targets for Principle 10 projects were met. Number of national UN CC:Learn Pilot Projects to develop National Strategies to Strengthen Human Resources and Skills
to Address Climate Change initiated in 2011 exceeded target (target 3; actual: 5). National Workshops, Technical Follow‐up Sessions, and knowledge‐sharing events brought
together over 530 participants (3 times more than target of 150 participants). National UN CC:Learn and Principle 10 workshops were characterized by participation from various
Government sectors and stakeholder groups.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Accomplishment: Regional and international experience‐ and knowledge‐sharing in the areas of environmental governance and climate
Recurrentchange fostered.
Carry over to 2012‐2013: No
Performance
Indictor(s) of achievement:
Target (as in revised budget)
Actual
N/A

N/A

N/A

Assessment: In addition to workshops/conferences mentioned above EGP (co‐)organized 9 events with a total number of over 460 participants.
Performance
4. Outputs
Achieved
TargetActual1 conference/
Organization of 1 international conference, involving some 200 participants.
200
participants
1 conference/ 190 participants
8 courses/
Development of 8 innovative new training courses/methodologies, including e‐learning courses.
methodologies 9 courses/ methodologies
10 projects/
Implementation of country projects in 10 countries, including some800
800 participants.
participants
12 projects/ 790 participants
Development of 2 international knowledge sharing platforms
2 platforms
2 platforms
Assessment: All goals have been fully achieved. The actual number of country projects (12) exceeded the target (10 projects).
5. Strategic Plan
During the course of 2010‐2012 significant steps have been taken to advance the work of the EGP in line with the 2010‐2012 Strategic Plan priorities, including the generation ofself‐generated income through the UNITAR‐Yale Conference, development of e‐learning courses, and the improvement of quality of outputs by systematically defining learning
objectives and appropriate learning methodologies.
6. Performance Challenges and Lessons to be Learned
The area of environmental governance currently does not have significant international funding sources creating challenges to mobilize funding through other windows, forexample climate change.

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CHEMICALS AND WASTE MANAGEMENT PROGRAMME

Surpassed or within 10% of target

Between 10%‐25% of target

1. Overall assessment
The programme overall achieved its intended results for the biennium. In relation to country based projects, thesewere on track (given that some will carry over to next biennium) and the overall number of trained beneficiaries (5,611)
exceeds expectations (target: 5,000). Due to changes in programme management in mid‐2011, some activities/priorities
were either changed/cancelled or postponed to the next biennium (e.g. e‐learning). The programme also had several
achievements directly related to Strategic Plan priorities (e.g. training in multiple languages; development and fundingof a new programme area on nanotechnology). For the next biennium planning phase, expected accomplishments andindicators of achievement should be designed to be more assessable in terms of performance. Nevertheless, it isimportant to factor in that performance (and original targets) can be affected by the actual situation encountered as thebiennium progresses and are not always within the programme’s control (e.g. slow progress in country projects due tochanges in political situations within the countries).
3. 1 Expected Accomplishments

2. Budget and funding
2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium(includes funds to be used in next biennium)

10,852,321

2.5 Expenditures
2.6 Carry over 2012‐13

10,809,918
2,695,053(a) Capacities in developing and transition countries to implement relevant international agreements/initiatives are strengthened
through the dissemination of new knowledge with country‐level, regional and international activities.
Indicators of achievement(i)

Strategic Approach to International Chemicals Management (SAICM): Number of national pilot
projects and national QSPTF projects completed.

(ii)

Globally Harmonized System of Classification and Labelling of Chemicals (GHS): Number of newnational projects and regional economic integration organization project commenced.

Performance
Target (as in revised budget)• 50 projects completed• follow‐up activities in 10
countries• 12 national projects and one
regional project commenced(iii) Pollutant Release and Transfer Registers (PRTRs): Number of new projects commenced;
successful conclusion of a number of ongoing projects.

• GEF project on PRTRs
successfully concluded in 7
countries(iv) Rotterdam Convention: Number of projects with Convention Secretariat formally commenced.

• 3 projects with Convention

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Below 25% of meeting target

9,211,491
8,353,892
2,296,605

Recurrent
Carry over to 2012‐2013: Yes

Actual• 35 projects completed• follow‐up activities in 13
countries• 9 national projects commenced
and one regional projectcommenced (ASEAN)• 6 country projects extended to2012• 1 country project cancelled• 3 projects commenced and70

An e‐learning programme commenced (in cooperation with EGP).

Secretariat formallycompletedcommenced.
• E‐learning postponed to next
• An e‐learning programmebienniumcommenced (in cooperation
with EGP)(v) Mercury: Kyrgyz Project completed and a number of direct follow‐up projects commenced;• Kyrgyz Mercury Mining Action• Action plan project completed andfurther pilot projects related to inventories and risk management commenced and a number ofPlan project completed andclosure of mine announced (2009)
ongoing projects completed.
closure of world’s last exporting • 2 follow‐up projects in place/mercury mine announced
funding received• follow‐up projects in‐place in
Kyrgyzstan(vi) Stockholm Convention: Continuation of GEF projects (on PRTRs for Stockholm, see “PRTRs”• Continuation of 2 GEF projects • 2 GEF projects continued
above) and in Ghana on Capacity Building for PCB elimination); and a number of new GEF(on PRTRs for Stockholm, see• No new GEF projects commenced
projects commenced; number of new projects in collaboration with Convention Secretariat. An“PRTRs” above) and in Ghana• 1 new project in collaboration withe‐learning programme commenced (in cooperation with EGP).
on Capacity Building for PCB
Convention Secretariat
elimination)• E‐learning postponed to next
• 3 new GEF projects
bienniumcommenced• 2 new projects in collaboration
with Convention Secretariat• An e‐learning programmecommenced (in cooperation
with EGP)(vii) Nanotechnology/Manufactured Nanomaterials: Regional awareness raising workshops in all UN • Regional awareness‐raising• 7 regional workshops completeddeveloping and transition country regions commenced; launching of pilot projects in a number
workshops in all UN developing • 2 pilot projects launchedof countries.
and transition country regions• Nanotech programme underway
commenced• launching of pilot projects in 2
countries• nanotech programme
underway

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Assessment:(b) Innovative guidance methodologies and training courses to strengthen individual and institutional
capacities for sound chemicals management are developed and ready for pilot testing.
Indicators of achievement:(i)Peer‐reviewed SAICM Implementation Plan guidance in use(ii)

Peer‐reviewed revised GHS guidance package (including e‐learning component) in use(iii) Peer‐reviewed guidance on PRTR development for the Stockholm Convention in use bycountries; and e‐Learning package and Virtual Classroom on PRTRs in use

Performance
Target (as in revised budget)
10 countries
12 countries and 1 UN region

7 countries (GEF project) plus 3
SAICM project countries(iv) Updated peer‐reviewed guidance on financial resource mobilization for Rotterdam Convention
Parties in use

3 countries(v) Innovative new peer‐reviewed guidance on mercury in products in use(vi) Updated guidance and decision trees on Stockholm Convention updated to include 9 new
additional chemicals

No target defined
3 countries(vii) New and innovative peer‐reviewed guidance on Nanotechnology/Manufactured Nanomaterials 2 pilot countries
is in use in pilot countries
Assessment:

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Recurrent
Carry over to 2012‐2013: Yes
Actual• Guidance in use in 9 countries• 9 countries and one region(ASEAN) using GHS guidance
package (e‐learning component
postponed to next biennium)• 6 GEF project countries and 2
SAICM countries using guidance
and Virtual Classroom (e‐Learning
postponed to next biennium)• Guidance used by 13 countries inAfrican region (and translated toFrench)N/A• Guidance updated but use incountries postponed to next
biennium• 2 pilot countries received new
guidance on nano

72

NM

(c) New area(s) (in 2010‐11) of chemicals management developed for programmatic capacity development assistance to countries andother UNITAR clients.

Indicators of achievement:

Recurrent
Carry over to 2012‐2013: Yes

Performance
Target (as in revised budget)

ActualNew programme area developed and operational on nanotechnology/nanomaterials.
Additional funding securred
490,500 securred
New developments on existing chemicals management topics (see above for list) comprising
Not measurable
Not measurable
innovative country‐driven training and capacity development projects.
Assessment: While the achievement of a new programme area developed and operational (in i, nano) was achieved, the overall assessment for this accomplishment cannot be
objectively measured due to a lack of clear performance measures in particular for indicator ii.
(i)
(ii)

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over to 2012‐2013: N/A

Accomplishment: Expanded partnerships with new organizations to support UNITAR CWM work
Indictor(s) of achievement: N/A

Performance
Target (as in revised budget)

ActualN/A

N/A

Assessment: In 2010‐2011, CWM signed framework partnership agreements with new partners and/or executed new activities from existing new partnerships, as follows:• Based on Dec 2009 new agreement with the Coordinating Informational Service Center for CIS Enterprises (CISC, Moscow), held 3 workshops: 26 March 2010 : GHS
Workshop for Belarus, Minsk; 15‐16 Sept 2010: 3rd International Conference of CIS Countries: The regulation of chemical product safety, UN Recommendations andEuropean regulations (GHS, REACH and CLP), Baku, Azerbaijan; and 5‐6 October 2011: 4th Annual Conference of the CIS Chemical product safety, GHS and related issues
Astana, Kazakhstan.
• Signed new agreement with Orange House Partnership (OHP) in May 2010 , leading to 5 joint workshops: 10‐11 March 2011: Practical Training and Capacity Building
Workshop on the GHS: assisting the public and private sectors in southern African countries with implementation of the GHS, Durban, South Africa; 3‐7 Oct 2011:
Training on Capacity Building for the GHS, Jakarta, Indonesia; 26‐30 Sept 2011: Training on Capacity Building for the GHS, Kuala Lumpur, Malaysia; 19‐23 Sept 2011:
Training on Capacity Building for the GHS, Bangkok, Thailand; 12‐16 Sept 2011 Training on Capacity Building for the GHS, Manila, Philippines; and 7‐11 Nov 2011 Training
on Capacity Building for the GHS Beijing, China.
• Signed new agreement with Association of International Chemicals Manufacturers (AICM) in April 2011 , leading to support for 1 workshop: 19‐20 April 2011:
International Workshop on GHS Implementation, Beijing, China.

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4. Outputs

Performance
Achieved(a) Enhanced skills of chemicals professionals in sound chemicals management
9(b) Training/capacity building in one new area of chemicals management will be offered
9(c) Programmes on nanotechnology/nanomaterials commencedNMNM(d) Technical training in selected aspects of chemicals management (risk management;
nanotechnology/nanomaterials; PRTR development; GHS implementation)(e) Risk to humans and the environment from mercury measurably reduced(f) Training and capacity building on PCB elimination in Ghana results in 50 electricaltransformers successfully drained of PCBs(g) 1,000 participants successfully complete e‐learning activities on PRTRs.

Partially
achieved

TargetActual5,000 participantsin 50 countries
New nanoprogramme
established
5 countries

5,611 beneficiaries trained in 52
countries
New nano programme established

1,000 participants

2 countries (a third country started
in Jan 2012)
3,108 participants

8 countries

Not measurable

1,000 participants

Not measurable
e‐learning postponed to 2012

9

Assessment: Overall, targeted output performance has largely been met, with more than the targeted number of participants trained to enhance skills in sound chemicals
management, training in one new area of chemicals management offered (nano), while the start of country programmes in that area was somewhat below target. Two outputs
were not measurable and one was incomplete due to its postponement to the next biennium.
5. Strategic PlanCWM had a number of achievements related to SP priorities, including:
9 Activities conducted in each of 3 UNITAR working languages (E, F, S)
9 Activities conducted in 2 other UN languages (R, C)
9 Engagement of 3 new partner institutions
9 One new programme area with related projects funded and developed (nano)
9 All programme job descriptions, IWPs, and AWP conforming to RBM
9 Increased use of evaluations for activities (e.g. Kirkpatrick level 1 and 2) with plan to fully operationalise in the next biennium
9 Increased level of SGI (2010: 0; 2011: 4%) during biennium.

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6. Performance Challenges and Lessons to be Learned
In assessing performance for the 2010‐11 biennium, a number of challenges and lessons learned were identified:• Expected accomplishments and indicators of achievement should be designed to be more assessable in terms of performance• Due to changes in programme management in mid‐2011, some activities/priorities were either changed/cancelled or postponed to the next biennium.
• It is important to factor in that performance (and original targets) can be affected by the actual situation encountered as the biennium progresses and are not always
within the programme’s control (e.g. slow progress in country projects due to changes in political situations within the countries).

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CLIMATE CHANGE PROGRAMME

Surpassed or within 10% of target

1. Overall assessment
The overall performance of CCP was affected by the loss of two contracts in 2010 reducing the funding available to theprogramme to accomplish all planned activities. CCP continued to deliver training to its beneficiaries mainly throughface‐to‐face workshops ( a core activity of the programme) and engaged in developing new Partnerships. The
programme has also started to develop online training courses to expand its portfolio.

Between 10%‐25% of target

2.

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium

5,074,851
2,936,135
737,648

2.4 Funds mobilized during biennium

2,796,963

2.5 Expenditures
2.6 Carry over 2012‐13

3,015,267
658,527

3. 1 Expected Accomplishments(a): Increased knowledge that empowers partners mainly in developing countries to identify and implement solutions that address
the impacts of climate change
Indicators of achievement(i) *Number of knowledge platforms and adaptation knowledge sharing platforms linked to the ACCCA
knowledge platform(ii) Guide on Best Practices for Adaptation Planning, for the Adaptation Community (not included as indicator ofachievement)(iii) Database of scientific and technical experts to serve as resource persons for adaptation planning indeveloping countries (not included as indicator of achievement)

Below 25% of meeting target

Budget and funding

Recurrent or Non recurrent
Carry over to 2012‐2013: n/a

Performance
Target (as in revised budget)

ActualNo target defined

25

N/A

N/A

N/A

40

Assessment: *Although no target performance and specific indicators were mentioned in the revised budget, the actual performance of 25 has been derived from a Google searchlisting all websites where the ACCCA knowledge platform was referenced by other websites. The ACCCA knowledge platform contains a wealth of resources on climate change
adaptation. These resources were contributed by the 19 pilot actions teams and the technical teams during the ACCCA project 2006 to 2010. These resources provide importantlessons and examples for policy actors, researchers, the scientific community and local communities looking for information on how to adapt to the impacts of climate change. Bylinking the ACCCA platform to 25 different websites, more people in the adaptation community now have access to this knowledge. The ACCCA project network of more than 20
organizations also contributed to giving visibility to the project outputs.
(b) Established effective collaborations that foster the formation of partnerships and networks that support developing countries
address the impacts of climate change
Indicators of achievement:(i) Number of partnerships initiated at the international, regional and national level, with UN organizations,international NGOs and the private sector, to collaborate on initiatives and activities

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Recurrent
Carry over to 2012‐2013: n/a

Performance
Target (as in revised budget)

Actual

10

15

76

50
19
Assessment: The partnerships formed by CCP enabled the programme to deliver training workshops on climate change. CCP successfully formed partnerships with UNDP, UNEP,UNECA, UNFCCC and MWH; the last partner being from the private sector. These partnerships formed with other UN agencies showed the commitment of the programme tocollaborate with other UN bodies to share resources and address the needs of beneficiaries, in support of the commitment of the UN to deliver as one.
(ii) Implementation of up to 50 joint activities on training and capacity development(c) Implement effective training that contributes to building human and institutional capacity to address climate change impacts

Recurrent or Non recurrent
Carry over to 2012‐2013: N/A(i) Number of tools and methods produced that support the decision‐making process

Performance
Target (as in revised budget)
No target defined

Actual8(ii) *Number of beneficiaries that have received training on the tools and methods

1500*

1549

(iii) Number of training events organized

1237(iv) **Outcomes of an evaluation of the capacity building initiatives

No target defined

N/M

Indicators of achievement:

50Assessment: CCP has within the means available to the programme successfully enhanced the capacity of beneficiaries mainly in developing countries. CCP delivered customized
training workshops on climate change as identified by beneficiaries. Judging from the evaluation reports received, beneficiaries expressed satisfaction with all the training events,
delivery, experts and contents. Within this section all activities were completed and targets exceeded except in the area of development of online courses, mainly because this area
required enhanced technical support and guidance, as this was a new activity area for the Programme.
*Revised budget narrative captured reduced number of beneficiaries from 3000 to 1500 under the outputs section but this was not revised under the expected accomplishments.
**Although no specific performance targets were set to assess the participant’s evaluation of the training events, a high number of participants assessed the training events asrelevant and useful.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)(v) Five online training courses designed, developed and deployed

Recurrent or Non recurrent : N/A
Carry over to 2012‐2013: N/A

Accomplishment: There were no unintended accomplishments for the biennium.
Indictor(s) of achievement: N/A

Performance
Target (as in revised budget)

Actual

N/A

N/A

N/A

Assessment: N/A

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4. Outputs
Development of tools, methods and training modules that support climate adaptation andmitigation
Establish a Knowledge platform for community climate change adaptation solutions,available, accessible and visible to the adaptation community
Development and implementation of at least 5 online courses related to climate change,
targeting policy‐makers, decision‐makers and others

Performance
Achieved

TargetActual99One course under development

Training /capacity building for up to 1500 individuals in climate change workshops
9
Assessment: Sharing the Knowledge generated from the ACCCA project with a wider adaptation community, was the notable output of CCP. Other outputs were affected by thebudget shortfall experienced by CCP in 2010, and hence suffered delays and setbacks.
5. Strategic Plan
• CCP identified and engaged with new Partners to expand and diversify capacity building activities for Latin America & the Caribbean, China and Francophone Africa. Even
though none of these initiatives materialized in this biennium, these Partners included; the Inter‐American Development Bank, Energy Research Institute‐ of China, KPMG‐ UK
and Institut de l'énergie et de l'environnement de la Francophonie (IEPF)
 CCP with the MWH Consortium were selected in 2011 to implement the SIDS Mauritius Strategy in the Eastern and South African and Indian Ocean region, for 8 beneficiary
countries. Building the capacity within the beneficiary countries to implement the Mauritius Strategy is a key result under this Partnership.
 CCP in 2010 in Partnership with UNDP organized a Climate Change Training Workshop for the Arab States. The resource material for this workshop was translated to Arabic toaccommodate the participants from this region. Additionally a French version of the CCP web page is available on the main UNITAR website and all in focus and news items of
the programme are translated into French.
 The new areas of training CCP sought to develop in this biennium included: Project Management Skills, for climate change adaptation. This training modules it is anticipated will
be finalized in 2012. In addition the Programme initiated discussions to develop training materials on the Clean Development Mechanism with UNFCCC and Low Carbon
Economy (NDRC –China)
 For all training events organized by CCP Kirkpatrick level 1 and 2 evaluations were applied in accordance with the guidelines and templates distributed by the M&E Section.
6. Performance Challenges and Lessons to be Learned• CCP at the end of 2010 experienced a significant reduction in the number of activities and funding for the programme due to the loss of a major funding source. Furthermore
the Swiss Government that had been contributing to the overall programme management withdrew funding in 2011. This significantly reduced the number of activities
implemented in 2011 and also reduced the budget of the programme. In spite of these setbacks, the programme redefined its strategy and sought other partnerships that are
currently under negotiation and it is hoped will materialize at the end of 2011 or in the first half of the upcoming biennium.
• In undertaking the performance exercise, it has been recognized that a number of performance indicators were not well defined with specific targets, and this renderedassessing the performance of some outputs difficult. This is recognized as an important lesson learned to be improved for the next biennium.

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INTERNATIONAL LAW PROGRAMME

Surpassed or within 10% of target

1. Overall assessment
The expected accomplishments have all been achieved and in some cases surpassed. The latter includes the following:• 50% increase in the development and delivery of courses in Spanish i.e. 4 courses instead of the targeted 1‐2,
thus contributing to an enhanced linguistic diversification• 100% increase in the delivery of distance/e‐Courses in international environmental law i.e. 16 courses insteadof the targeted 5‐8• Due to the withdrawal of a considerable amount of pledged funding from one major donor the budget had tobe revised
3. 1 Expected Accomplishments

Between 10%‐25% of target

Below 25% of meeting target

2. Budget and funding
2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium
2.5 Expenditures
2.6 Carry over 2012‐13(a) Enhanced knowledge, increased awareness and improved understanding of international legal issues is generated among law
professionals in Member States
Performance
Indicator of achievement
Target (as in revised budget)(i) Number of training and capacity development activities delivered at international, regional, sub‐ 4‐6
regional and national levels

2,263,354
846,104
186,918
904,794
1,000,882
149,780

Recurrent
Carry over to 2012‐2013: No
Actual5

Assessment: The implementation of these activities fell into the period of the financial crisis and special efforts had to be undertaken to obtain the respective funding.
(b) Improved knowledge on international environmental law relevant to the implementation of multilateral environmental agreements
engendered, widely disseminated and outreach strengthened
Indicator of achievement:

Recurrent
Carry over to 2012‐2013: Yes

Performance
Target (as in revised budget)
5‐8ActualNumber of activities conducted in international environmental law in the form of distance/e‐
16
Learning
Assessment: Special efforts were undertaken to increase the number of activities delivered in distance/e‐Learning format; the target was considerably surpassed, to a great extent
thanks to the availability of in‐Programme capacity in instructional design (see also accomplishment 4).
(i)(c) Enlarged linguistic diversification as well as intensified collaboration and association with strategic partners

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Recurrent
Carry over to 2012‐2013: Yes

79

Indicators of achievement:

Performance
Target (as in revised budget)

Actual

50%

70%

1‐2

4

(i) Percentage of publicity/information material available in third language (i.e. Spanish)(ii) Number of courses offered in third language (i.e. Spanish)(iii) Number of new partnerships established
3‐6
5Assessment: The targets were met whereby more courses could be delivered in Spanish as initially envisaged, namely 4 instead of 1‐2, thus benefiting 101 Spanish‐speaking
trainees

Recurrent(d) Strengthened programme capacities in the development of e‐Learning/instructional design
Indicator of achievement:

Carry over to 2012‐2013: Yes
Performance
Target (as in revised budget)

Actual(i) Number of staff trained
1‐2
1Assessment: In line with the indicator of achievement, 1 staff member/collaborator has been trained and is fully operational in instructional design. Thanks to this newly acquired
in‐house expertise the target for expected accomplishment 2 could be considerably surpassed.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget): There was no unintended accomplishment.
There were no unintended accomplishments recorded for the 2010‐2011 biennium.
Indicator of achievement: N/A
N/A

Carry over to 2012‐2013: N/A

Target (as in revised budget)

ActualN/A

N/A

Assessment:

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4.

Outputs

Performance
Achieved

TargetActual(a) Four to six national, regional or sub‐regional workshops and seminars in international law
implemented in English/French/Spanish, in cooperation with regional partners, and with4‐6
5
the participation of up to 200 beneficiaries
9
200
223
(b) Training expanded to new regions and offered in additional languages, in particular in
Spanish; promotional as well as training material available in Spanish;
9
50%
70%
(c) Environmental law course material updated and 2‐4 new course books revised, rewritten,
2‐44
newly developed and peer reviewed; 5 to 8 environmental law e‐Learning courses
delivered on new UNITAR platform;
95‐812(d) Three to six new collaborations to be established with strategic partners in the field ofinternational law; and93‐65(e) Up to 2 programme collaborators trained and fully operational in designing andimplementing e‐Learning courses.
9
1‐2
1Assessment: Overall the targeted output performance has been met, in some cases it was surpassed; this specifically applies to the development and delivery of e‐Courses
5. Strategic Plan
With regard to the implementation of the Institute`s Strategic Plan, the ILP Programme contributed to:• Enhanced linguistic diversification through the development of 4 e‐Courses which were delivered in Spanish language• Implementation of new business model through self‐generated funding obtained through the development and delivery of distance/e‐Courses• Delivery of one blended training activity, combining a two‐week on line course with face‐to‐face training conducted in‐country.
• Enhancement of e‐Courses and adherence to most up‐to‐date in‐house guidelines; preparations for alignment of one course to ECB check• Improved quality of course evaluations through adherence to respective new in‐house practices
6. Performance Challenges and Lessons to be Learned
As the risk factor stipulated in the budget documents prevail, in particular uncertain funding, achieving the targets required big efforts on the side of the ILP team.
One of the important lessons learnt is to better define indicators; this has already been taken into account when preparing the 2012/13 budget.

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MULTILATERAL DIPLOMACY PROGRAMME

Surpassed or within 10% of
target

1. Overall assessment
The expected accomplishments have all been achieved and in all cases surpassed. Below are some figures:
1‐
2‐
3‐
4‐
5‐
6‐
7‐
8‐

The total number of courses is 60% higher than the target. 104 courses were implemented
The increase in the number of e‐learning courses is 200% higher than the target
The increase in the number of participants is 100% higher than the target. In total the programme had 2914 beneficiaries
A new business model for CDT and e‐Learning activities was successfully introduced
More courses for Spanish and French speaking participants were developed and implemented
22% of our participants are from LDC’s, for e‐Learning it is 30%
94% of our course participants expressed satisfaction in their final evaluation
Expansion of the pool of experts and consultants on skills building in diplomacy

Between 10%‐25% of target

Below 25% of meeting target

2. Budget and funding
2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium

3,141,091
1,652,936
328,423
1,765,792

2.5 Expenditures
2.6 Carry over 2012‐13

1,865,780
315,061

3. 1 Expected Accomplishments(a) Strengthened skills and awareness of diplomats accredited on the multilateral level in Geneva, Vienna, Nairobi and in cities Recurrent
hosting United Nations Regional Economic Commissions (Addis Ababa, Bangkok, Beirut and Santiago)
Carry over to 2012‐2013: No
Performance
Indicators of achievement
Target (as in revised budget)
Actual(i)

32 activities

34 activities (19 in 2010, 15 in 2011)activities, 758 participants (2010: 456,
2011: 302)

2

3

0

2

Number of training activities and beneficiaries(ii)

Production, revision and development of new training tools and publications including training
manuals and simulation exercises(iii) Number of courses offered in Spanish language

Assessment: The number of activities and beneficiaries have developed very favorably and surpassed the targets. A new business model was introduced successfully in the
programme.
Recurrent(b) Strengthened skills and awareness of in‐country based diplomats

Carry over to 2012‐2013: No

Indicator of achievement:

Performance
Target (as in revised budget)

Actual(i) Number of demand‐driven and country‐level training activities

18

37

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Assessment: This target was surpassed by 100%. It resulted in successful fundraising for the programme and an increase in the number of beneficiaries.
(c): Strengthened skills and awareness of government officers through fellowship programmes

Non recurrent
Carry over to 2012‐2013: No

Indicator of achievement:

Performance
Target (as in revised budget)

Actual10(i) Number of fellowship programmes
Assessment:This indicator was not achieved. United Nations Member States and donors are less interested nowadays in funding fellowship programmes in the environment of financial crisis.
(d) Strengthened capacities of Diplomatic Academies of Spanish and Arabic speaking countries

Non recurrent
Carry over to 2012‐2013: No

Indicators of achievement:(i) Percentage of training curricula and publicity/information material available in Spanish language.
(ii) Number of in‐country training offered in Spanish and Arabic language

Performance
Target (as in revised budget)

Actual10%

15%

Spanish: 2 / arabic: 1

Spanish: 0 / Arabic: 2

Assessment: This target was met in spite of the non‐receipt of funding initially promised by donors.

(e) Increased awareness by in‐country diplomats of multilateral diplomacy through distance learning
Indicators of achievement:

Recurrent
Carry over to 2012‐2013: No

Performance
Target (as in revised budget)

Actual

10

33

2

2

4

3

(i) Number of e‐Learning courses developed and implemented(ii) Number of e‐Learning courses developed and implemented in Spanish(iii) Number of established partnerships with training institutes in the field of e‐learning

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83Assessment:This target was surpassed by 200%. The number of e‐Learning courses developed and implemented benefited also 994 participants in 2010‐2011. This constitutes a step forward
when compared to the figures of the 2008‐2009 biennium: 357 participants and 7 activities.
Recurrent(f) Strengthened in‐house training delivery capacity
Indicator of achievement:

Carry over to 2012‐2013: No

Performance
Target (as in revised budget)(i) Training three MDP staff members
2
Assessment: Target met. Two programme staff received training that enabled them to deliver 5 training workshops

Actual2

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent or Non recurrent: N/A
Carry over to 2012‐2013: N/A

Accomplishment: There were no unintended accomplishments for the biennium.
Indicator(s) of achievement: N/A

Performance
Target (as in revised budget)

ActualN/A

N/A

Assessment: N/A
4. Outputs(a) CDT training activities offered to the diplomatic community of Geneva, Vienna, Nairobi
and in cities hosting United Nations Regional Economic Commissions (Addis Ababa,
Bangkok, Beirut and Santiago);(b) Demand driven tailor‐made training activities out of which 2 are delivered in Spanish
and 1 in Arabic language;(c) Training curricula and publicity/information material translated and made available in
Spanish language;(d) Fellowship programme in the field of multilateral diplomacy developed andimplemented;(e) E‐Learning courses – out of which 2 in Spanish Language – developed and delivered;

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Performance
Achieved

TargetActual

32

34

3

2

10%

15%

1

0

10

31

9

9

9

84

(f) Training tools produced and 4 new partnerships in the field of e‐Learning established;and(g) Two staff members trained and operational for the delivery of training in fields related tomultilateral diplomacy and e‐Learning.
Assessment:

9
9

4

4

2

2

5. Strategic Plan
With regard to the implementation of the Institute`s Strategic Plan, the MDP Programme contributed to:• Enhanced linguistic diversification through the development of 2 e‐Courses which were delivered in Spanish language• Implementation of new business model through self‐generated funding obtained through the development and delivery of CDT and e‐courses• Enhancement of e‐Courses and adherence to most up‐to‐date in‐house guidelines; preparations for alignment of one course to ECB check• Improved quality of course evaluations through increased adherence to respective new in‐house practices• New and innovative partnerships were developed with the Office of the High Commissioner for Human Rights for the development of two e‐learning courses and withGerman Watch for the development of an e‐Learning course on financing climate change.
6. Performance Challenges and Lessons to be Learned
As the risk factor stipulated in the budget documents prevail, in particular uncertain funding, achieving the targets required big efforts on the side of the MDP team.
One of the important lessons learnt is to better define indicators; this has already been taken into account when preparing the 2012/13 budget.

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PEACEKEEPING TRAINING PROGRAMME

Surpassed or within 10% of target

Between 10%‐25% of target

Below 25% of meeting target

1. Overall assessment
2. Budget and funding
The Peacekeeping Training is a newly restructured Programme that succeeded the previous Programme of
2.1 Programme budget
Correspondence Instruction in Peacekeeping Operations (UNITAR POCI) closed in July 2008 and the restructuring
2.2 Revised budget
followed. It was only at the beginning of 2010 that PTP launched its first activities. The expected accomplishments for
2.3 Balance at beginning of biennium
the 2010 – 2011 Biennium have all been achieved and in some cases surpassed. The latter includes the following:
2.4 Funds mobilized during biennium• The programme had zero courses at the time of its establishment in 2009; in 2010, PTP developed and2.5 Expendituresdelivered 8 face to face courses and two courses online;
2.6 Carry over 2012‐13• In 2011, the programme expanded the volume of its activities up to 12 face to face courses, 30 online courses,
5 capacity development activities and 2 blended courses.
• PTP surpassed the targeted number of 2,158 beneficiaries by 658 beneficiaries (44%)• In 2011, due to the withdrawal of a considerable amount of pledged funding by one of the major donors andthe lack of timely revision, there is a gap in meeting the targeted budget.
3.1 Expected Accomplishments(a) Strengthened capacity of civilian, military and police personnel to contribute to UN and non‐UN peace operations

3,118,575
3,234,859
869,804
1,846,654
2,409,179
325,077

Recurrent or Non recurrent
Carry over to 2012‐2013: No

Indicators of achievement

Performance
Target (as in revised budget)

Actual(i) Number of e‐learning courses and capacity development activities implemented

15 ‐ 20 e‐courses and30

2 ‐ 3 capacity dev. activities

51200 – 1500

2158

(ii) Number of beneficiaries

Assessment: The targets were not only met but surpassed thereby enabling the newly structured Programme to firmly position it in the international Peacekeeping Training
community.
Recurrent or Non recurrent(b) Increase outreach to beneficiaries by diversifying the linguistic offer of training courses

Carry over to 2012‐2013: No

Indicator of achievement:

Performance
Target (as in revised budget)

Actual(i) Number of e‐learning courses translated into languages other than English

5–8

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86Assessment: The target was met in one language and the Programme is ardently pursuing the translation of its courses into Spanish and other languages in order to be able toreach a larger number of beneficiairies.
Recurrent or Non recurrent(c) Enhanced diversity of training offer by strengthening partnerships with external institutions

Carry over to 2012‐2013: No

Indicators of achievement:

Performance
Target (as in revised budget)

Actual(i) Number of new partnerships established

3–68(ii) Number of new PTP‐affiliated training centres established

1–2

5

Assessment: From the start, the Programme’s strategies have been based on the building of synergies with private and public international, regional and national institutions. Bybuilding on cooperation and creating fruitful partnerships with other institutions, PTP has been able to broaden its training offer, avoid duplication, and at the same time, develop
the capacity of international, regional and national institutions and thereby reach a far greater audience. PTP is firmly committed to further strengthening this strategy.
Recurrent or Non recurrent(d) Strengthened in‐house/programme capacities in the development of e‐learning designed

Carry over to 2012‐2013: Yes/No

Indicator of achievement:

Performance
Target (as in revised budget)

Actual(i) number of staff trained

1–2

1

Assessment: In line with the indicator of achievement, 1 staff member/collaborator has been trained and is fully operational in instructional design. This newly acquired in‐house
expertise will enable the Programme to surpass the target for the expected accomplishment of 2 Staff Members.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent or Non recurrent
Carry over to 2012‐2013: No

Accomplishment: There were no unintended accomplishments for the biennium.
Indictor(s) of achievement: N/A

Performance
TargetActualN/A

N/A

Assessment: N/A

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4.

Outputs
Twenty regular courses (including core courses translated into languages other than English) andthree “tailor‐made” PTP courses developed and conducted in English with a total of 1,500 trainee
beneficiaries in collaboration with the relevant partners for 2010 – 2011
Eight core courses translated into languages other than English for 2010 – 2011
Training expanded to new regions and new centres created through the development of six new
collaborations and two training centres being established with strategic partners in the field ofpeacekeeping training. Nine regular PTP courses developed in 2010 translated, financed andconducted in French with a further seven new regular PTP courses developed, financed andconducted in English and French in collaboration with the relevant partners for 2010 – 2011

Performance
Achieved

9

Target20
31500

Actual
30
8
2158

9

8

5

9

3–6

8

Two PTP staff trained in e‐Learning/instructional design for 2010 – 2011

9
1
1
Assessment: Overall the targeted output performance has been met, in some cases it was surpassed; this specifically applies to the development and delivery of e‐Courses
5. Strategic Plan
The programme’s strategic plan in this new biennium can be summarized in the following points:• Consolidation of the programme through the expansion of training into other UN languages and by creating synergies with UN peacekeeping missions and UN entities;• Enhancing the quality of the training products through the ECBCheck alignment of the e‐courses;• Strengthening fundraising;• Increasing autonomy through Self‐Generated Income (SGI)
6. Performance Challenges and Lessons to be Learned
Although the performance exceeded the targets, the Programme did not meet the targeted budget. It is critical to conduct a regular monitoring and analysis of all aspects of the
programme and revise planning, expected outputs and its indicators properly and in a timely manner. A lesson was drawn on the discrepancy between the pledging of funds fromdonors and effective release of funds. The eagerness of achieving more should be kept realistic and proportional to available resources.

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PEACEMAKING AND PREVENTIVE DIPLOMACY

Surpassed or within 10% of target

Between 10%‐25% of target

Below 25% of meeting target

1. Overall assessment
2. Budget and funding
In the 2010‐2011 biennium, the Programme in Peacemaking and Conflict Prevention (PMCP) successfully accomplished 2.1 Programme budget
2.2 Revised budget
all regular programmes and carried out new programmes which had not been projected in this period.
2.3 Balance at beginning of biennium
All the expected accomplishments have been achieved except for one programme where the requesting partner was
2.4 Funds mobilized during biennium
unable to secure the funds as they had planned. In addition to the three main annual fellowship training programmes
and one annual high‐level seminar for senior‐most UN officials, two new high‐level knowledge and experience‐sharing 2.5 Expenditures
seminars have been conducted for the first time in Africa. In line with the UN’s intensified efforts in conflict prevention
and mediation, PMCP contributed with the Department of Political Affairs (DPA) to develop and publish the Manual for
UN Mediators: Advice from UN Representatives and Envoys.
2.6 Carry over 2012‐13
3. 1 Expected Accomplishments(a) Knowledge and capacities of mid and senior level diplomats, United Nations and regional organization staff is enhanced throughdelivery of intensive Fellowship programmes on conflict resolution.

3'029'549

336,997

Recurrent
Carry over to 2012‐2013: Yes

Indicators of achievement

Performance
Target (as in revised budget)

Actual(i) Number of training and capacity development programmes conducted internationally.

2 programmes

2 programmes(ii) Number of Fellows successfully completing the programmes.
Assessment: The targets have been achieved in a tough economic climate.

75‐80 fellows

78 fellows(b) Strengthened knowledge and skills among mid and senior level African government officials, regional organization staff and UN
peace operation staff through organization of intensive training programmes on the continent on the prevention and resolution of
conflict.
Performance
Indicators of achievement:
Target (as in revised budget)
2 programmes(i) Number of training and capacity development programmes conducted on the African continent.
68‐72 officials(ii) Number of mid and senior level officials successfully completing the programmes.

2,752,040
2,442,454
587,187
2,588,657

Recurrent
Carry over to 2012‐2013: Yes

Actual2 programmes
79 officials

Assessment: The targets are fully achieved and surpassed. The 2011 regional programme trained the largest number of mid and senior level officials in the Programme’s history –41 officials from throughout the continent. The programme also involved the highest number of senior resource persons including current and former Special Representatives of
the Secretary‐General and the former AU‐UN Deputy Joint Chief Mediator for Darfur. Officials highly appreciated the relevance and substantive content of the programme.

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(c) Empowered capacities of indigenous peoples’ representatives to analyze conflict and engage in negotiation and dialogue through Recurrent
the conduct of an intensive training programme tailored to their priority concerns and challenges.
Carry over to 2012‐2013: Yes
Performance
Indicators of achievement:
Target (as in revised budget)
Actual(i) Number of training and capacity development programmes conducted at the international or regional 1 programme
2 programmes
level.
(ii) Number of indigenous peoples’ representatives successfully completing training programmes.
29‐34 representatives
59 representatives
Assessment: PMCP achieved two programmes instead of one as targeted, which benefitted 74% more beneficiaries.
(d) Enhanced awareness and capacities of diplomats from Central Asia through the organization of training activities in the Non recurrent
resolution of conflict
Carry over to 2012‐2013: No
Indicators of achievement:

Performance
Target (as in revised budget)(i) Number of training and capacity development activities conducted for Central Asian diplomats.
(ii) Number of officials successfully completing the programmes.

1
10Actual0
2 senior Fellows from Central Asia
completed the International Fellowship
Programme in Peacemaking andPreventive Diplomacy

Assessment: The planned regional training was requested by the partner UNRCCA with whom UNITAR had organized a successful regional training previously. UNRCCA was notable to secure funds as they had hoped in order for their requested programme to take place.
At the same time, UNITAR contributed to strengthening the capacities of two senior officials from Central Asia (one female, one male) trained as Fellows in the Fellowship
Programme in Peacemaking and Preventive Diplomacy in the biennium. These included a Counsellor, Permanent Mission of Tajikistan to the United Nations in New York; and the
Director, International Economic Cooperation Department, Ministry of Foreign Affairs of the Kyrgyz Republic. UNITAR will continue to look for opportunities to contribute to thestrenghened capacities of officials from this region.
(e) Increased capacities related to the enhancement of UN Peace Operations through convening of high‐level fora for exchange oflessons and experience.
Indicators of achievement:

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Performance
Target (as in revised budget)

Recurrent
Carry over to 2012‐2013: Yes

Actual90

(i) Number of high‐level Seminars held.
1‐2 seminars
1 seminar(ii) Active participation of Senior Headquarters staff and Heads of UN Peace Operations in the planning
47‐95 senior officials
49 senior officials
and implementation of the SRSG Seminar.
(iii) Number of Heads of Mission Conferences organized following the SRSG Seminar.
2‐ 4 departmental conferences
2 departmental conferences(iv) Reports produced from Seminar to document lessons and strategies.
1‐2 reports
1 report
Assessment: The Institute organizes a regular Seminar for Special and Personal Representatives and Envoys of the UN Secretary‐General. Funds were raised, officials invited, theprogramme planned and all in place for the 2010 SRSG Seminar to be held in November of 2010. Senior UN Headquarters officials then, just before the seminar, requested a
postponement of the 2010 Seminar to February 2011 due to security concerns in several theatres of conflict in a number of regions. The Seventh SRSG Seminar was successfulorganized in February 2011 with a high number of invited officials actively participating and a video‐conference dialogue with the UN Secretary‐General conducted. Organization isunderway for the Eighth SRSG Seminar to be held in May 2012.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Shared experiences and knowledge sharing on preventive approaches in the African Peace and Security Architecture
Indicators of achievement:

Target (as in revised budget)

Non recurrent
Carry over to 2012‐2013: N/A

ActualNo target

24(i) Number of (additional) beneficiaries from the African Union, African regional economic communities
and member states of the AU Peace and Security Council.
2(ii) Number of new programmes conducted.
70(iii) Number of actors of the African Peace and Security Architecture benefitting from the high‐levelknowledge and experience‐sharing seminar.
(iv) Number of members of the COMESA Committee of Elders benefitting from the high‐level knowledge
8exchange seminar.
(v) Number of reports/publications.
1 in 2010(vi) Number of graduates of the indigenous training programme serving as resource persons for the4
programme.
Assessment: In the framework of the UNDP RBA‐UNITAR joint project “Support to the Implementation of the Peace and Security Agenda of the African Union Commission”, 24
additional officials from the jointly identified target group (African Union (AU), regional economic communities etc.) have been selected and invited to the Regional Programme to
Enhance Conflict Prevention and Peacemaking in Africa. In the framework of the same collaboration, two new high‐level knowledge and experience sharing seminars have beenorganized, one on the Preventive Approaches in the African Peace and Security Architecture with 70 African officials participating and an Eminent Panel of African experts;, andsecond for the Common Market for Eastern and Southern Africa (COMESA) Committee of Elders benefitting 8 out of 9 members of the Committee to enhance knowledge andinformation exchange on peacemaking.

In cooperation with UN Department of Political Affairs, the Programme published book: Manual for UN Mediators: Advice from UN Representatives and Envoys. This publication is
being disseminated to various actors including Special Representatives of Secretary General, as well as mid to senior officials of UN Member states and UN staff in substantive

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departments, and all Programme participants. It is expected that this will contribute to enhancing the knowledge and capacities of current and future peacemakers.
Four alumni of the indigenous training programme served as resource persons for the international training programme for indigenous representatives during the biennium sharing
their knowledge and experience with new programme participants in the areas of development, negotiation and the promotion and protection of human rights.
The collaboration with UNDP RBA was successfully concluded in addition to all of the other programmes implemented in 2011. Challenging time constraints were overcome inorder to carry out successful programmes.
Performance
4. Outputs
Achieved
TargetActualTwo Fellowship Programmes in Peacemaking and Preventive Diplomacy, conducted inpartnership with the International Peace Institute, for mid and senior level Fellows from UN
member states, UN Departments responsible for the prevention and resolution of conflict, andregional organization staff.
9 2
2
Two intensive regional training programmes organized for mid and senior level government
officials, UN peace operation staff, regional organization staff and NGO representatives on thecontinent of Africa focusing on conflict analysis, negotiation and mediation.
9 2
2
A training programme for indigenous peoples’ representatives is organized at the international orregional level to strengthen capacity in conflict analysis, negotiation and relationship‐building.
9 1
2Training is expanded to a new region, Central Asia, and organized in collaboration with the UN
Regional Centre for Preventive Diplomacy for Central Asia to strengthen capacities of officials in
the region in conflict resolution.
1
0
One to two high‐level Seminars for Special Representatives of the UN Secretary‐General areorganized involving the senior‐most Headquarters staff and the Heads of UN Peace Operations
around the world to exchange experience to enhance UN practice
9 1‐2
1Two to four Departmental Heads of Mission Conferences held in tandem with the SRSG Seminar
to further refine and enhance UN practice.
9 2‐42Assessment: Overall the targeted output performance has been met, except for the programme for Central Asia where the requesting partner could not secure the funds as they
had hoped. In a number of cases the target has been surpassed as in the training programme for indigenous representatives, the publication on mediation, the extensive and newcollaboration with UNDP RBA which led to two additional high‐level seminars to plan and conduct, and the number of UNITAR indigenous alumna who served as resource persons
in the programme.

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5. Strategic Plan
With regard to the implementation of the Institute`s Strategic Plan, the PMCP Programme contributed to:• Worked in a new model of project management in the framework of the joint project with UNDP‐RBA, and shared the lessons learned within UNITAR. PMCP chaired astaff meeting focusing on innovation.
• New partnerships developed with African regional organizations and economic communities – one joint programme conducted in 2011 and two more are being
considered for 2012.
• Two new high‐level seminars in Africa have been planned and implemented with English and French translation.
• PMCP regularly conducts ex‐post evaluations for the fellowship programmes. One of such evaluation has been conducted for the Regional Programme for Africa in 2010.
• 4 alumni have served as resource persons and taught in PMCP programmes during the biennium.
6. Performance Challenges and Lessons to be Learned
Securing funding in a tough economic climate has been the largest challenge to deliver expected activities, as foreseen as one of the risk factors. There were human resource
constraints as well with one professional staff member out unexpectedly on paid leave for 7 months during the biennium. In spite of these challenges and the lack of funding forthe requested Central Asia training, with tremendous effort PMCP achieved a greater number of activities securing funding for all regular programmes and two new high‐levelseminars. In addition, the collaboration with UNDP has provided additional experience and lessons for PMCP that is shared UNITAR‐wide.

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PUBLIC FINANCE AND TRADE PROGRAMME

Surpassed or within 10% of target

1. Overall assessment
Satisfied with the development and enhancement of themes leading up to e‐Learning courses; also satisfied with thedevelopment of new partnerships which not only added a ‘multiplier effect’ dimension to our work but also allowed
UNITAR to develop work around relevant and timely training themes; the French and Spanish language courses andactivities can be expanded further, but this will depend on partner and donor interest. Diversification of sources offunding and partnerships must continue, and so must the move towards improving the quality of training products andservices.

Between 10%‐25% of target

Below 25% of meeting target

2. Budget and funding
2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium
2.5 Expenditures
2.6 Carry over 2012‐13

2,043,348
2,158,151
267,608
1,746,541
1,911,845
156,638

3. 1 Expected Accomplishments(a) Enhanced individual and institutional capacity of finance and trade‐sector officials and stakeholders to address international andregional challenges.
Indicators of achievement(i) Number of e‐Learning courses implemented in English, French and Spanish(ii) Number of new training themes identified and modules developed.

Recurrent
Carry over to 2012‐2013: Yes/No

Performance
Target (as in revised budget)
Actual150 e‐Learning courses
implemented in English, French andSpanish150
10 new training themes identified
and modules developed
39(iii) Number of participants trained

5,000 participants trained
4,800
90% of participants consider the
online training as either good or(iv) Each of the online training has an overall rating of good or higher
better90%
Assessment: Surpassed the performance target in regards new training themes due to successful negotiations with a number of partner institutions and interest on their part todevelop relevant and timely themes into online courses.
(b) Enhanced networking and exchange of ideas among officials to foster good practice using innovative learning methodologies.
Indicators of achievement:(i)Number of virtual discussion groups created in English, French and Spanish.

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Performance
Target (as in revised budget)
450 virtual discussion groups
created in three languages

Recurrent or Non recurrent
Carry over to 2012‐2013: Yes/No

Actual450

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(ii) Number of online mentors/experts made available for structured online discussions(iii) Number of documents shared on topics relating to public finance, trade and intellectual
property
Assessment: All performance targets were met here.

150 online mentors made available
to participants
150
1,000 documents shared withparticipants
1,000(c) Strong and sustainable relations with partners to develop and expand e‐Learning as a mode of training and outreach.

Recurrent or Non recurrent

Carry over to 2012‐2013: Yes/No
Performance
Indicators of achievement:
Target (as in revised budget)
Actual(i) Number of partnerships established
10 partnerships established15
20 joint e‐Learning courses(ii) Number of joint e‐Learning courses conductedconducted
29
60 training modules developed(iii) Number of training modules developed with partners
with partners
60
Assessment: The Programme solicited a lot of interest from partners with a view to assisting partners in putting together joint online courses from content and modules either
already available with partners or developed anew.

Recurrent or Non recurrent

Accomplishment (d): Enhanced capacity to provide training in French and Spanish language.
Indicators of achievement:(i)Number of modules adapted and translated into French and Spanish(ii) Number of partner institutions identified

Carry over to 2012‐2013: Yes/No

Performance
Target (as in revised budget)
25 modules adapted andtranslated into French andSpanish25

8 partners identified

8

Actual(iii) Number of joint online courses conducted
8 joint online courses conducted 16
Assessment: The targets were met here, but there is potential for expansion which should be considered in the upcoming biennium.
(e) Enhanced capacity to provide training in trade, governance and intellectual property issues.

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Recurrent or Non recurrent
Carry over to 2012‐2013: Yes/No

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Indicators of achievement:(i)Number of training modules developed(ii) Number of thematic online courses conducted

Performance
Target (as in revised budget)
35 training modules developedon themes of trade, governanceand IP
10 thematic online courses
conducted

Actual3710(iii) Number of participants trained

350 participants trained
350
Assessment: Performance targets were met here. The challenge is to develop new content on intellectual property issues which is relevant and appealing to potential training
audiences.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent or Non recurrent : N/A
Carry over to 2012‐2013: Yes/No: N/A

Accomplishment: Delivery of the UNDP‐RBA outputs.
Indictor(s) of achievement: N/A

Performance
Target (as in revised budget)

ActualN/A

N/A

Assessment: Working on the UNDP‐RBA project was challenging but provided the programme and programme staff with excellent experience in managing face‐to‐face events aswell as high‐level conferences.
4. Outputs(a) 150 e‐Learning courses would have been conducted to the satisfaction of the participants
and participating institutions(b) 450 virtual discussions, mentored by experts, would have been organized with a view to
networking and information exchange on themes relating to public finance, trade andintellectual property(c) 5,000 finance and trade‐related officials and stakeholders would have been trained throughEnglish, French and Spanish‐language online training(d) At least ten partnerships would have been established around e‐Learning

Performance
Achieved

TargetActual

150

150

450

450

5,000

4,800

10

15

Assessment: See above.

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5. Strategic Plan
Programme has been very successful in implementing the business model with a large majority of courses being conducted on a self‐generated income basis; the programme has
been very diligent in applying the evaluation requirements as part of its online courses; the process of aligning courses to ECBCheck guidelines has also been initiated and willcontinue in the upcoming biennium; diversifying programming funding and roll‐out has also been positive, through involvement of new partner institutions on the one hand andthe introduction of face‐to‐face training on the other; last but not least, the programme has been successful in introducing new and relevant themes, such as ‘food security’ and‘sustainability’ to its existing portfolio of courses.
6. Performance Challenges and Lessons to be Learned
Continue to dialogue with relevant institutions in order to find ways of developing new, relevant and timely training modules and themes; expand the thematic portfolio of courses
to address beneficiary needs in the post‐financial crises era and towards addressing the MDGs; find linkages for joint work within Programmes and within the Units of the Institute;work towards adding new methodological tools in online training and towards enhancing the quality of training products.

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LOCAL DEVELOPMENT PROGRAMME

Surpassed or within 10% of target

1. Overall assessment
Among main achievements of the Local Development Programme for the Biennium 2010‐2011 was the number ofactivities implemented (over 135) and the number of beneficiaries reached out (more than 14’500). This represents
about ¼ of the number of UNITAR beneficiaries and 1/5 of UNITAR events over the biennium. Number of beneficiaries
increased by 40% as compared to previous biennium. Partnerships targets was surpassed by 200% and self‐generated
income increased from 0 in the previous biennium to some USD 80’000. Implementation of new projects started while asignificant number of project proposals are in the pipeline. After complete staff turnover in 2010, new team coming in2011 took over the smooth management of programme activities. Instructional design, M&E, evaluation andcommunication processes and guidelines have been integrated by LDP, and are progressively being implemented by the
CIFAL Network. The CIFAL Network is now comprised of 9 Centers, another CIFAL will be established in Algiers in 2012
while advanced discussions with San Luis Potosi (Mexico) and initial discussions with Gabon are ongoing.
3. 1 Expected Accomplishments

Between 10%‐25% of target

2.

2.1 Programme budget
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized during biennium
2.5 Expenditures
2.6 Carry over 2012‐13(a) Support CIFAL centres to provide high quality training programmes to strengthen the capacity of local authorities in partnercountries to ensure sustainable development of their cities, and achieve MDGs
Indicators of achievement

Performance
Target (as in revised budget)(i) Number of training seminars focused on specific areas of local development and number of participants

40 training sessions; 1,500 participants(ii) Numbers of new tools dedicated to the target groups (Brochures, CD‐Rom, booklet, manual)No target

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Below 25% of meeting target

Budget and funding
9'076'428
6'257'263
2,688,170
6,384,769
7,214,253
1'971,977

Recurrent
Carry over to 2012‐2013: No

Actual80 training sessions; 3,145 participants
trainedLDP brochure developed in English,
Portuguese, and Spanish, Brochure on
partnership with Veolia developed in
English and French; support to CIFALs in
the development of their own brochures
and reports, participation in thedevelopment of International Guidelines
on decentralization and access to basic
services for all adopted by UN General
Assembly, dropbox online tool and CIFAL
Network monthly newsletter for
streamlining communication among LPD‐CIFALs, CIFAL library research data base on
urban practices98

(iii) Number of e‐learning sessions conducted

6 e‐learning sessions (120 participants, one
mobile learning application developed on aselected theme(iv) Number of trainers trained to support LDP training activities

60 trainers trained(v) Evaluation of training sessions by participants

No target(vi) Training programme certified

No target

New tools developed for at least twothemes

6 e‐learning sessions, 214 participants, nomobile learning application developed
44 trainers trained (CIFAL Durban and
PHPO)
2011 overall KPI: newness of information:
74%; job relevance: 84%; intent to use:
94%; overall satisfaction: 92%
1 online course ECBCheck certified
Development of online course“sustainable urban mobility in developing
countries”; CIFAL communication toolkit; “
M&E toolkit; participation in thedevelopment of the Guidelines on
decentralization and access to basic
services for all, Water Think Tank
symposium conclusions

Assessment: The CIFAL Network, together with LDP, conducted over 135 activities delivered to close to 15000 beneficiaries. Communication, M&E and evaluation tools developed
by UNITAR are implemented by LDP and are progressively integrated within the CIFAL network, resulting in a better coherence and visibility of the Network as a whole andenhanced quality of its activities.
(b) Expand and consolidate CIFAL Network to ensure more balanced geographical distribution across developing countries including
one post‐conflict country
Indicators of achievement:(i) Application of the guidelines by all existing CIFAL centres

Performance
Target (as in revised budget)
8 CIFAL centres that are
autonomous, structured and self funded(ii) Number of new CIFAL centres established

Opening of new CIFAL centres in at least 3of the following locations:another African country, China, Egypt,
South Asia and South/Central America

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Recurrent
Carry over to 2012‐2013: No

Actual9 CIFALs, structured and self‐funded. 4 ofthem apply the Guidelines, one has awaiver (CIFAL Ouagadougou), 4
partnership agreements to renegotiated in
2012
One CIFAL Center opened in Jeju in 2010;
One CIFAL Center to open in Algiers in2012 (Partnership Agreement was signedwith Algeria in October 2011); advanced
discussions to open a CIFAL in San Luis
Potosi (Mexico), initial discussions to opena CIFAL in Gabon

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(iii) Number of members of the new CIFAL Network Allied Cities

launching of the new CIFAL
Network Allied Cities to cover cities willingto work with LDP
without binding obligations, and number ofmember cities

The CIFAL Network Allied Cities frameworkhas not been implemented

Assessment: During the biennium, a number of CIFALs have been strengthened through the conclusion of renewed partnership agreements between UNITAR and host institutions,in line with the UNITAR Guidelines on the CIFAL network. Efforts towards application of the Guidelines by all CIFALs, including by newly created CIFALs, will be pursued in 2012‐2013. The CIFAL Network Allied Cities project eventually did not concretize, as other priorities – such as strengthening the existing Network itself.
(c) Establishment of a network of new partners and strategic alliances. LDP will develop new partnerships with relevant
Recurrent
development experts, civil society organizations, public institutions, the private sector at local, national andinternational levels. In addition, LDP will extend its collaboration with other UN bodies (UNDP…), and other well standing
training and research institutions.
Carry over to 2012‐2013: No
Performance
Indicators of achievement:
Target (as in revised budget)
Actual(i) Number of agreements and partnerships with relevant
entities(ii) Number of joint activities organized with these partners(iii) Number of city to city partnerships established

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Signature of 4 new MoUs/agreements with
relevant training institutions/ governments/foundations/private sector Companies (atleast one new partner from the private
sector and one new donor to support the
LDP ) associations of local government anddevelopment of joint programmes (Republicof Korea, China, Nigeria, Kazakhstan,France, Qatar or other) ; 3 new CIFAL
centresNA

At least three city to city partnerships
establishedPartnership agreement signed with Jeju
(CIFAL Jeju) , MOU with UN Water, grantfrom the Swedish Ministry of Foreign
Affairs, Partnership Agreement signedwith Algeria, MOU signed with GTZ,
Cooperation Agreement signed with
CITYNET, Partnership Agreement with the
University of Geneva; Letter of Agreementwith Devinfo/UNICEF. No new partnershipwith a private sector company.
7 activities jointly with CIFAL Jeju, 2 online
courses organized with GTZ, 1 activity
organized jointly with CITYNET, 2 activities
organized jointly with UCLG, 1 joint
activity with Devinfo
1 city to city cooperation project
established (between Phnom Penh and
Negombo); continuation of the multi‐year
City to City cooperation project (between
Bangkok on one hand, and Negombo, San
Fernando and Palembang on the otherhand) for the transfer of technology andexpertise related to small sanitation

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components –the ecotanks.

Assessment: Overall, the Programme surpassed its targets in terms of number of partnerships and agreements and joint activities. However, efforts should be pursued to further
develop the Programme’s donor basis, especially with the private sector, in order to further secure core programme budget.
(d) To enhance programme outreach to local authorities in Africa through better synergies across LDP activities in Africa

Recurrent
Carry over to 2012‐2013: No

Indicator of achievement:(i) Number of joint activities (including trainings, assessment missions, and project proposals)

Performance
Target (as in revised budget)
To develop at least 1 joint training activity
with CIFAL Durban and CIFAL Ouagadougou
respectively ‐ to organise one joint activity
with UCLGA

ActualNot realized, but Panafrican network
strategy developed to strengthen the
CIFAL Network in Africa. CIFAL Algiers tobe created in 2012, discussions with
Gabon to host a CIFAL.

Assessment:
Due to internal issues, CIFAL Durban has had a low rate of delivery during the period 2010‐2011. This explains why joint activities with CIFAL Ouagadougou and UCLGA could not be
implemented during the Biennium.
(e) Enhance knowledge management for the Local Development Programme and the CIFAL centres for better outreach of the
training programmes offered
Indicator of achievement:
Brochure and documentation produced, upgraded website and number of hits; one blog established

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Performance
Target (as in revised budget)
New LDP brochure published anddisseminated; LDP and CIFAL websites
updated and upgraded to fit the needs of
end users; type and number of
information exchange among CIFAL centres;
common information database to all CIFAL
centres established; one
blog operational on the LDP website withdedicated staff to animate it.

Recurrent
Carry over to 2012‐2013: No

Actual
New LDP brochure published andDisseminated; better application by LDP
and CIFALs of UNITAR communication
tools, progressive alignment of CIFAL
websites look and feel, conduction ofactivities jointly organized by CIFALs, and
CIFAL‐to‐CIFAL visits, yearly organizationof the CIFAL Network steering committee
meeting attended by CIFAL Directors,common information database sharedwith CIFAL centres established. No
dedicated blog, but regular posting ofNews and Infocus articles on UNITAR
website101

Assessment: Overall, communication and visibility has been improved: LDP communication, CIFAL Network communication, LDP‐CIFAL communication, CIFAL to CIFAL
communication. Application of the branding guidelines has also improved visibility of both LDP and the CIFAL Network; the different features of UNITAR website have been used ina much better way during the period 2010‐2011 than during the previous biennium.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Non recurrent
Carry over to 2012‐2013: No

Accomplishment: Increase number of workshops and beneficiaries
Indictor(s) of achievement:

Performance
Target (as in revised budget)

ActualHold increased number of events

N/A

Over 135 in total

Reached out increased number of beneficiaries

N/A

Over 14500 in total

Assessment:
Non Recurrent
Carry over to 2012‐2013: No

Accomplishment: Increase number of partners
Indictor(s) of achievement:

Performance
Target (as in revised budget)

ActualNumber of partnership developed/agreements signed

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Assessment:
4. Outputs
Provision of high‐quality training and research activities and recognized qualifications; based on
RBM approach
Expansion of activities on a broader geographic scale: expansion through the CIFAL network andthrough specific local projects (Middle East, Asia Pacific, Africa, Central and Latin America, etc.)
Establishment of sustainable strategic partnerships and alliances with relevant local partners andlocal, national and international institutions
Development of new tools dedicated to the target groups (Brochures, CD‐Rom, templates, andbooklet, manual)

Performance
Achieved
9
Partially
achieved

TargetActualOngoing

99Assessment: Overall, targeted output performance has been mostly met: quality and number of training has raised along with the number of beneficiaries reached, newpartnerships have been developed with different types of stakeholders, and communication/visibility has improved. A new CIFAL was created during the Biennium (CIFAL Jeju),
another one is to be created in 2012 (CIFAL Algiers), while discussions are ongoing for other CIFALs to be created, both in Sub‐Saharan Africa and Latin America.

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5. Strategic PlanI.
Identify and respond more effectively to beneficiary needs
Through the CIFAL network, LDP activities are naturally delivered in English, French, Spanish, Portuguese, Chinese. This allows for a very broad audience.
Innovative methodologies are used: face to face, but also e‐learning course, and soon blended learning. Strong activities benefiting developing countries through the
CIFAL network – allowing to better identify and respond to beneficiaries needs – and online courses. Increasing network of partners
II. Enhance quality and diversity of products and services
Training offer diversified through online face to face course, online courses, seminars, conferences. visibility enhanced through regular infocus and news articles, anddevelopment of a LDP brochure as well as a brochure on LDP/Veolia Environnement partnership, better outreach attained through development of new partnerships andnew CIFALs, quality of training enhanced through application of instructional design, quality control and M&E procedures, systematic alignment with ECBCheck for online
course, one online course ECBCheck certified.
III. Strengthen Resource Efficiency, Effectiveness and accountability in delivering results
Progressive integration of RBM concepts, strengthening of M&E and evaluation procedures through the CIFAL network and LDP
IV. Increase autonomy
Over USD 80’000 self generated income (7% of budget in 2010, 2% only in 2011 due to greater project‐based income), online courses almost working on a self‐recovery
scheme; signature of agreements for the implementation of new projects, advanced discussions to secure another 3‐year partnership agreement with main donor, withthe aim to double income from this source .
6. Performance Challenges and Lessons to be Learned
Performance challenges were experienced in two main areas:
Application of guidelines: In renegotiating partnership agreements to cement acceptance and compliance of the new partnership guidelines, 4 of 9 CIFALs have signed. Increasing
the number of CIFAL signatories has been challenging due in part to 2011 staff changes in the local development programme, which slowed momentum as new CIFAL managers
needed time to ease into their roles and get to know their CIFALs. An effort has been made to educate CIFALs on the details of the new partnerships agreement reflecting the newpartnership guidelines and it is envisioned that the majority of CIFALs will be in compliance in 2012.
Enhancing programme outreach: Enhancing programme outreach has been to some degree dependent on mobilizing funds to pay for expanded CIFAL training centres as well as
the creation of knowledge services and products that reach a wider audiences. In an economically challenging environment outreach has been especially hard to accomplish,
however lessons learned have included the need to foster partnership building with un sister organizations, private sector and donor country partners in order to spread costs ofprojects and secure likely funding from donors. This extra emphasis on building robust partnerships is yielding improved mobilization outcomes, and in turn should enable more
concrete results leading to better programming outreach outcomes.
In addition, it is worth mentioning that performance measures were not always in alignment with indicators of achievement, making performance reporting difficult in some cases.

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