2008‐2009 Programme Performance Report

Programme Performance Report
2008 ‐ 2009
Programme performance reports provide self‐assessment summary of quantifiable, non‐quantifiable,
unintended and managerial accomplishments for the biennium 2008‐2009. The reports also
summarize challenges, obstacles and unmet/postponed outputs/goals.
All programmes and other divisional units providing training and research services and which were
included in the biennium budget 2008‐2009 with expected accomplishments and performancemeasures are required to report on actual accomplishments in comparison with those targeted at
the outset of the biennium.
For the biennium 2008‐2009, the following organizational divisions were required to submit reports:
Support Services Department:
New York Office
Hiroshima Office
Research Department:
Knowledge Systems Innovation Unit
Training Department:
Environment Unit
Environmental Governance Programme
Climate Change Programme
Chemicals and Waste Management Programme

Peace, Security and Governance Unit
Multilateral Diplomacy ProgrammeInternational Law Programme
Peacemaking and Conflict Prevention Programme
Peacekeeping Training Programme
Governance Unit
Public Finance and Trade Programme
Local Development Programme
E‐Governance Programme
Notes: Document for internal use only.
Text on quantifiable accomplishments, including indicators, may be shortened due to space constraints.

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2008‐2009 Programme Performance Report

SUPPORT SERVICES DEPARTMENTNew York Office
Hiroshima Office

Support Services Department

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2008‐2009 Programme Performance Report

New York Office (NYO)
1. Highlights of results:
The New York Office has worked to transform all its 35 courses offered annually by UNITAR at UN
Headquarters, into executive‐style training: concise; accessible; and directly relevant to professional
responsibilities. 3,759 beneficiaries were trained in the past biennium 2008/2009 through a total of 65
courses, thereby maintaining a constant level of beneficiaries and number of courses as in the previous
biennium. With greater emphasis on strengthening internal expertise, UNITAR staff played a more visible andengaged role as expert facilitators in 2009. Each training course was evaluated through a new evaluation
form, and aggregated feedback confirmed high participant satisfaction and relevance of courses. Quality
assessments and general feedback were also made directly with beneficiaries through one‐on‐one post activity
interviews in cases of pilot implementation, and through the end of year consultation meeting with
beneficiaries, which took place on 3 December 2009. Elements of the curriculum newly developed andimplemented included a course on Elections to UN organs, a six‐workshop two‐tiered negotiation training
series, and an in‐depth course on UN reform.
In 2009, the liaison function for the New York Office also increased exponentially as it: implemented high‐leveltrainings such as the Secretary‐General’s senior management retreat on 7 September 2009; represented theInstitute before inter‐governmental bodies including the 2nd and 5th Committees of the General Assembly,
ECOSOC, ACABQ; reported and fielded all requests for reporting to the UN bodies and intergovernmental
processes; represented, advocated and assisted all programmatic activities as required in New York; andfacilitated Institute‐wide reforms vis‐à‐vis relevant counterparts at UN Headquarters. The overall
responsibilities for representing the Institute in New York occupied roughly over half of the head of office’stime in 2009, whereas in 2006‐2007, it represented ten per cent.

2. Programme performance
2.1 Quantifiable accomplishments:
In 2008‐2009, 3759 beneficiaries were trained by UNITAR at the UN in New York. 65 training courses were
implemented. Six new partnerships were signed and or extended.

2.1 Accomplishments

Indicator(s) of achievement

Measure(s) of achievement(Text may be shortened / abbreviated forspace constraints.)

TargetActualIncrease number of beneficiaries
who participate in NY officetraining activities two‐fold overthe biennium 08/09.

1

Number of participants

a

8,400

a 3,759, trained in
65 courses

Increase number of donor‐
pledges threefold over the
next biennium

2

Amount of funds raiseda2,312,826
USD

a 763,000 USD

New York Office

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2008‐2009 Programme Performance Report

Launch of four additional training 3
packages in line with thosesuccessfully launched in previous
biennium

Number of training
packages launched

a

Four

a Five new
packagesdeveloped:
1) Two‐tier
Negotiation
Series;2) New Courses
under Migration
and Development
Series;3) UN Reformseminar;4) A la carte
diplomacy
training for
Mexicanlegislators;
5) Workshop on
Elections to UN
organsStrengthen coordination andcollaboration with relevant units
at Headquarters

New York Office4

Number of experts from a
HQ at NY trainings

Eight experts a Eightfrom HQ in(5x MDP; 1xCC;
NY trainings
1x ICT)

4

Staff assigned ascounterparts to HQ
units

b

none

b Focal points
assigned inareas ofEnvironment,
Migration, ICT,InternationalLaw, AFS

4

Input on all
collaborative efforts
including joints
proposalscAllc Units at HQ
were fully
supported as
required,including
UNOSAT, PTP,
MDP, ICT,
Environment, IL(2006/2007:
Support for
two units)

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2008‐2009 Programme Performance Report

Align New York Office with5
broader agenda of support office
network established by theInstitute

Efforts in strategy
development

a

none

a Assisted inpresentation
andimplementationof strategic
reforms as they
pertain to
Institute and tosupport offices;
assist in thenegotiation of
additional
support offices,
promote workof othersupport offices
and revampingof CIFAL
network

2.2. Non‐quantifiable accomplishments:
1. In 2009, UNITAR was officially recognized for its role in advancing migration policy at the UN, and for a 7‐month period, successfully chaired the inter‐agency Global Migration Group (GMG) during which time
Principals of GMG member agencies recommitted themselves to this process at the principal level.
2. Following the Secretary‐General’s meeting with UN training and research entities on 5‐6 May 2009, UNITAR
was solicited to lead comprehensive reform efforts by the institutes in the areas of administration and finance,
and to support efforts to make outputs from training and research entities of the UN more directly relevant to
the UN as a whole.
3. Following the Secretary‐General’s senior management retreat in September 2009, UNITAR was solicited by
the EOSG to develop proposal for follow‐up mechanism for the recommendations endorsed.
4. ACABQ praised UNITAR for its progress in its report A/63/744, when endorsing SG report A/63/592. In thesame report, it also took historic decision to approve for a one‐time subvention of $600,000 to support
UNITAR diplomatic training activities. (Despite this accomplishment, the proposal not approved by GA in
March 2010.)
5. In November 2009, at its beneficiary feedback meeting in New York, UNITAR widely praised by wide array ofcountries (from Algeria to the US) for its work.
6. The level of in‐kind contributions as well as the number of new partnerships increased significantly during
2008/2009. New training partnerships were established with world‐known academic institutions, including

New York Office

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2008‐2009 Programme Performance Report

Yale University, Fletcher School / Tufts University, and Georgetown University. Furthermore, UNITAR proved
its unique positioning in the UN system as convener for interagency dialogue and/or training by involving an
unprecedented number of experts from UN partner institutions in its NY‐based activities.

2.3 Unintended accomplishments:
1. UNITAR NYO has been solicited repeatedly in 2008/2009 to extend its course offerings in NY and to develop
new course package. Topics on which UNITAR was solicited included seminars on peacekeeping issues;
workshop on the UN budgetary process for 5th Committee delegates; additional procedural courses, such as
protocol; etc…
2. UNITAR NYO produced the first promotional video‐clip within most limited resources. The video has beenposted on UNITAR website, and introduces into the Institute’s work in a style that is accessible to larger
audiences.
3. UNITAR NYO secured additional fellowships for the joint international law fellowship programme with
Columbia Law School and New York University. In 2009, NYO committed to increase number of visitors to theirlaw courses by 50%. Columbia University showed similar interest, but capacity currently not allows.
4. Intended, but not made an explicit target, are high scores in participants’ evaluation: Evaluation feedback
confirmed high‐quality of trainings, as 96% of respondents expressed satisfaction with the course attended(“good” or “very good”), and also 96% would recommend the attended course to a colleague.

2.4 Managerial accomplishments:
1. UNITAR, through representation by NYO, achieved successful praise in inter‐governmental fora.
2. UNITAR NY continues to generate stable revenue base, despite deteriorating external factors (economiccrisis).
3. UNITAR NY solicited by most UNITAR programmes to provide support and coverage.

3. Challenges, obstacles and unmet/postponed outputs/goals:
With regards to the discrepancies on the first two indicators of achievements (number of participants; pledged
contributions), both internal and external factors impeded the full achievement of the quantitative target.
Institute‐internal factors largely relate to the fact that the targets were formulated before the internal reform
process was launched. Actual results are thereby significantly shaped by NYO contribution towards therealization of the Institute’s reform.
Re (1) “number of beneficiaries”: The number of beneficiaries was maintained, not increased, as emphasis wasplaced on priorities relating to the implementation of strategic reforms. A mere increase of beneficiaries may
have run counter to the overall strategic priorities, which included: securing quality and diversity of course
offerings; strengthening evaluation and monitoring; building in‐house expertise; and coordination with allareas of UNITAR in content development and implementation. These priorities are reflected under non‐quantifiable and unintended accomplishments, and achievement of these strategic priorities is further
confirmed by full achievement of indicators 3‐6 in above table.
Re (2) “donor pledges”: The amount pledged by donors was not increased as targeted. In line with full
implementation of the strategic plan, emphasis was placed on: increasing the visibility and credibility of theInstitute; presenting a comprehensive view and supporting the full rationalization of the Institute’s structure
New York Office

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2008‐2009 Programme Performance Reportand functioning. These priorities, which were supported actively by the New York support office in 2008‐2009,
are reflected in the accomplishments herein, incl. implementation of SG retreat; campaign before 5th
Committee; representation in GA and ECOSOC; representation of changes and reforms before ACABQ; otherparts of UN system and donors for Institute as a whole and for specific programmes including PTP, UNOSAT,
ILP, Governance Unit, etc; and managing high‐level inter‐agency effort (GMG); etc). As a result, and in addition
to the global financial downturn beginning in August 2007 which negatively affected donor’s willingness andcapacity to pledge contributions, the target budget for this period is less than what was envisioned.
Training logistics in terms of securing rooms were challenged by the Capital Master Plan, leading to limitedaccess to conference rooms at UNHQ. Continued difficulties and costs are anticipated for 2010/11 in thisregard.
Finally, NYO remains constrained in its training deliver and representational capacity by constraints in officespace. A more appealing and larger office space would allow further improvements of operations across theboard.

New York Office

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2008‐2009 Programme Performance Report

RESEARCH DEPARTMENT
Knowledge Systems Innovation Unit

Research Department

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2008‐2009 Programme Performance Report

Knowledge Systems Innovation (KSI)
1. Highlights of results:
Major achievements are related with successful initiatives, championing the utilization of innovative tools,
which contributed to significantly change and improve the work of the Institute, particularly in the area oftechnology‐enhanced learning and training design as a whole. KSI has successfully coordinated a pilot initiativewith open source software for technology‐enhanced learning (Moodle). It identified the opportunity while
supporting the development an e‐Learning course for the Local Development Programme. Resources andefforts were optimized to a maximum level so as to serve the Institute as a whole. As a result, concreteadvantages could be identified, particularly regarding costs, flexibility, and methodological approaches for e‐
Learning courses. The outcome was the Executive decision to have all e‐learning courses delivered through thisnew virtual learning environment. On learning and training design, the catalogue of training methods and tools
was designed and became the first collaborative web 2.0 tool implemented at the Institute. Research activities
contributed to the identification of important gaps on instructional design in basic aspects such as learning
objectives and assessment activities, which consequently contributed to a greater expansion of the training
terms catalogue from a descriptive to a more practical tool, including toolkits and job aids. Job aids such as theones on “learning objectives” and “criterion‐referenced tests” have later provided important support to thework of the Monitoring and Evaluation unit on developing a more systematic approach to the evaluation oftraining activities. On aspects of quality standards, research activities led to the identification of a process toestablish standards for e‐learning courses for capacity building (ECBCheck Standards). KSI has successfully
integrated UNITAR as one of the core institutions in the process. The Institute is now featured as one of thepartner institutions in the project, is a member of the advisory board and integrates the sub‐committee fordrafting and revision of the criteria.

2. Programme performance
2.1 Quantifiable accomplishments:
Measure(s) of achievement
2.1 Accomplishments

Indicator(s) of achievement
TargetActual

1. Multilingual learning platform tested

Learning platform running;
Implementation ofcourses and activities in different virtual learning
subject matters implemented.
environment
capable ofexpanding training
offerings innumber ofactivities andbeneficiaries.

Pilot platform
installed andtested with threecourses
successfully
implemented (2English; 1 French)

2. Research on training tools, methodologies,
and instructional design approaches
conducted

A catalogue of training methods
and tools and terminology
glossary developed.

Online catalogue
designed andimplemented(operational
internally),
holding over 300
specialized
entriesDevelopment of
unified catalogue
Training methods
and tools

Knowledge Systems Innovation

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2008‐2009 Programme Performance Report

3. Strategic alliances and partnerships
established with education and training
institutions

Partnerships established for thejoint delivery of certified
courses, according tonational/regional standards

Implement
partnerships withstandardized
training institutionsin Africa, Asia,
South America

Postponed:
Regionalmechanisms are
being
implemented.
Partnerships(content sharing;
joint delivery)
with UN agencies

2.2. Non‐quantifiable accomplishments:
The catalogue of training methods and tools was expanded into a knowledge base tool, featuring toolkits, job
aids, guidelines, templates and web‐based resource materials on professional development, knowledge
management and organizational development. It is integrating methods and tools on monitoring andevaluation, directly contributed by the M&E section. Implemented as a website the tool is facilitating
collaborative work within the Institute and offering opportunities for external expansion. On aspects related toquality standards, UNITAR now integrates a core group of institutions composing the advisory board of theOpen ECBCheck Standards (for eLearning on capacity building). KSI’s manager, representing UNITAR, has
integrated the drafting committee, composed by FAO, ITC‐ILO and UNU, which was responsible for the final
review of the set of criteria prior to its release. These actions demonstrate externally the Institute’s
commitment to align its training activities and services to recognized standards of quality.

2.3 Unintended accomplishments:
•
•
•
•
•
•
•
•

Conclusion of the first cooperation agreement with UNDP (Governance Unit) for utilization of thecontents of the democratic governance course, which has later led to discussions to develop an
overall framework agreement between UNITAR and UNDP.
Customization and instructional design of UNDP 10‐module‐course on democratic governance:
pedagogical approach, learning objectives, assessment exercises, and visual aids.
Support to the EDO on the initial phase for the establishment of UNITAR’s office in Brazil, including
elaboration of the executive agreement with Ministry of Planning.
Coordination for the establishment of a partnership agreement with the Commission of Portuguese
Speaking Countries (CPLP).
Elaboration of a national capacity‐development strategy for the Government of Cape Verde tosupport the government reform process – project developed in association with the EDO.
Coordination of the dialogue and process leading to the signature of a partnership agreement for
CIFAL Curitiba on the basis of new guidelines established for CIFAL centers.
Coordination for the migration of the series of elearning courses (PFT, MDP, ILP) into the new virtual
learning management, assuring the non‐disruption of services (PFT).
Development of skills of staff to work on the new virtual environment: in the 2nd half of 2009 two
training session were implemented for the staff and 9 specialized coaching sessions were organized
for PFT’s consultants and collaborators. These actions responded to the Executive Office’s decision(July 2009) determining that by January 2010 UNITAR would deliver all its online courses throughMoodle.

2.4 Managerial accomplishments:•••

Implementation of the first collaborative environment based on web 2.0 within UNITAR (wiki on
training methods, tools, and terminology);
Implementation of an open source learning management system (Moodle) that offers better
conditions and advanced flexibility for the Institute;
Coordination of the instructional design and implementation of the pilot session of the course“Governance in Urban Sanitation”, including a mix of innovative learning approaches and compliance

Knowledge Systems Innovation

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2008‐2009 Programme Performance Report••with Open ECBCheck quality standards, for the Local Development Programme;
Coordination of the 1st phase of a pilot exercise on ECBCheck standards (self‐assessment course“Governance in Urban Sanitation”), having the course ready to advance to the 2nd phase of thecertification process.
Coordination of the production and peer‐revision of the 2nd edition of the book “International Law –Biological Diversity”; ready‐for‐press manuscript delivered to the International Law Programme.

3. Challenges, obstacles and unmet/postponed outputs/goals:
The major challenge is related to human resources sustainability. The unit is not adequately equipped andstaffed. Its work is rooted on gratis personnel (trainees, interns), which impacts on a more lengthy deliveryof results. Additionally, the frequent turnover requires continuous investment on training (compromising
managerial time) and makes it impossible to retain institutional knowledge. As an illustrative example, theconduction of research on regional standards for certification, due to its complexity, has already involved
three different collaborators with consequent time invested in transferring the work/knowledge. It is similar
with the research work conducted on training methods and tools to sustain the constant update of thecatalogue.
The lack of basic knowledge related to training design on the part of some of the staff engaged with theimplementation of learning activities is also a challenge when it comes to introducing adult learning
methods and principles. Rather than presenting new approaches and methods for lifelong learning there
was a need to start with very basic notions of instructional design due to the existent knowledge gap.

Knowledge Systems Innovation

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2008‐2009 Programme Performance Report

TRAINING DEPARTMENT
Environment Unit
Peace, Security and Diplomacy Unit
Governance Unit

Training Department

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2008‐2009 Programme Performance Report

ENVIRONMENT UNIT
Environmental Governance Programme
Climate Change Programme
Chemicals and Waste Management Programme

Environment Unit

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2008‐2009 Programme Performance Report

Environmental Governance Programme (EGP)
1. Highlights of results:
•
•
•
•

•

The 2008 UNITAR – Yale Environmental Governance Conference received significant international
attention, with 150 participants selected from 900 applicants
Principle 10 Pilot country projects involved more than 800 participants, double of what was
anticipated
8 originally unintended side events and workshops during international conferences attracted morethan 11,00 participants
A One UN Partnership and governance arrangement involving 25 UN agencies was established in thearea of climate change training (UN CC: Learn), with UNITAR selected at the Secretariat
A partnership with UNDP and UNEP was established concerning the Territorial Approach to Climate
Change Initiative, with UNITAR selected as a service provider to develop a training package

2. Programme performance
2.1 Quantifiable accomplishments:
Measure(s) of achievement
2.1 Accomplishments

Indicator(s) of achievement
Targeta Development of Principle 10 a
1 Respond effectively to demands ofand Aarhus related guidance
governments and civil society to develop
documents andNational Profiles and Action Plans tomethodology
assess and implement Principle 10 of the
Rio Declaration and the Aarhus
Conventionb # of country projects
initiated and implementedb

3. Demand for and effectiveness of
information based environmental
governance in a developing countries
Environmental Governance Programmea Bothmethodologies
developed andused incountry
projects

Implementation b 3 projectsof projects in 8
completedcountries
6 national
planning
workshops
implemented

400
participants

total # of participantsa Development of public
2. Gaps and needs concerning
participation tool kit
methodology and guidance development
for effective stakeholder engagement inenvironmental decision‐making
identified and addressed.

National Profile
Guidance
Document andPublicParticipation
Methodology
published

ActualMore than 800
participantsaPreparation oftool kita Concept fortool kit
developed andfund‐raising
initiatedb Testing in pilot countriesb

Testing in 3
pilot countries

b Postponed to
2010‐2011

a Methodology to examineaPreparation of
methodology

a Methodology
integrated in
National

right to know developed

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2008‐2009 Programme Performance Report

ProfileGuidance
Document andused bycountries

assessed and capacity interventions
identified

4. Plan for a UNITAR Programme on
Environmental Governance developed

a Plan developed

5. Development of strategic alliances anda # of partnerships established apartnerships with external institutions
involved in environmental governance anddemocracy research and capacity
developmenta

2010‐2011 Plan a 2010‐2011
approved byPlan approved
BOT
by BOT

3 newpartnerships
establisheda 4partnerships
establishedwithresearch
sector (Yale,UCT,
ENGREF,
WRI)
25 UN
agencies
participate in
UN CC:Learn

2.2. Non‐quantifiable accomplishments:
2.3 Unintended accomplishments:
The number of activities and participants in EGP activities significantly exceeded the target.
The Global Environmental Governance Forum in 2009 was co‐organized with Yale and UNEP as a major
additional event in 2009.
A significant new One UN Partnership, UN CC: Learn, was established in 2009 with 25 UN partners and UNITAR
providing the Secretariat. The initiative received significant attention at the 2009 Copenhagen Climate Change
Conference

2.4 Managerial accomplishments:
Despite changes in programme staff, the planned level of workshop activities was exceeded.
3. Challenges, obstacles and unmet/postponed outputs/goals:
Given arrival of funds from a major donor later than expected, country projects in Central America started only
in 2009, rather than in 2008 and will therefore carry into 2010. Related to this, work on the public
participation tool kits was imitated and will l continue in 2010.
In the future more sustainable human resource support needs to be ensured to maintain the level of activity
within a balanced work environment.

Environmental Governance Programme

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2008‐2009 Programme Performance Report

Climate Change Programme (CCP)
1. Highlights of results:
CCP continued through its activities to support and enhance the human and institutional capacity indeveloping countries to respond to the challenges of a changing climate through the formation of importantpartnerships with academia, international organizations and the private sector. Some notable results in thepast biennium were:
•

•

•

•
•

Expansion and the continuation of the C3D+ network for capacity development and support toinclude centers of excellence from the Caribbean and the Pacific ,ensuring the continuous generationof information essential for future planning and decision making in these regions to address climatechange.
Completion of the first 14 Pilot Action projects under the project: Advancing Capacity to support
Climate change Adaptation (ACCCA with some key results such as: lists of adaptation options readyfor implementation, outreach material that increased awareness about climate change in all the pilot
actions.
Key partnerships established and maintained with the donor community e.g. European Community,
Austrian Development Agency, and Swiss Federal Office of the Environment, International
Development Research Centre, ensuring the continued funding and confidence in the efforts of theProgramme.
Increased partnerships and collaboration with other international organizations also working toaddress the challenges of adapting to climate change e.g. UNEP, UNFCCC, World Bank, UNCTAD,IETA,UNECA,UNDP,CEB,UNFPA,FAO
Expansion of the work programme of CCP on capacity building to new areas such as the Clean
Development Mechanisms, Reducing emissions from Deforestation and forest degradation, disasterrisk reductions etc. to be implemented under the EU, Global Climate Change Alliance initiative.

2. Programme performance
2.1 Quantifiable accomplishments:a)

Human and institutional capacity was increased in developing countries. CCP recorded 12,027 as thetotal number of beneficiaries.
b) Climate change adaptation concerns were as much as possible included in development strategies
and country poverty reductions plans and policies. The 14 ACCCA pilot action teams as part of theirmajor outputs recommended adaptation options to be integrated into national development plans.
c) Stakeholder science partnerships were established and together the ACCCA and C3D+ form a
network that brings together over twenty institutions representing the scientific community,
researchers, policy makers etc., and a collaboration that fosters south‐south and north – south
collaboration in Africa, Asia, the Pacific , the Caribbean, North America and Europe.
Measure(s) of achievement
2.1 Accomplishments
Indicator(s) of achievement
TargetActual1.

Relevant human and Institutional
capacities are increased indeveloping countries.

Climate Change Programmea The C3D network

expanded to include
centers of excellence in
the Pacific and Caribbean
Lists of participants
trained are available
indicating how many
people were trained andaCenters of
excellence ,National
Country teams
working on
climatechange,researchers,a Centers of
excellence ,National
Country
teams
working on
climatechange,researchers,

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2008‐2009 Programme Performance Report

students

who was trained.

students

The ACCCA project was
expanded to include fivepilot actions in Africa
bringing the total numberof pilot actions tonineteen.
b2.

Inclusion of climate change
adaptation concerns, objectives andstrategies in development poverty
reduction and environmental plansand policies.

An MOU with SPREP and
CCCCC are available andboth are recognized as
members of C3D+

a Each of the 14 Pilotba

Relevant
national
ministries
Donorcommunitites

a Relevant
national
ministries
Donorcommunitites

Researchers

Researchersb

Relevant
national
ministries
Donorcommunitites

b Relevant
national
ministries
DonorcommunititesaCentres of
excellence,a Centres of
excellence,

ACCCA
Projectmanagers

ACCCA
Projectmanagers

Centres of
excellence,b Centres of
excellence,

Actions have submitted
and shared to key
stakeholders theadaptation options
identified.
b Some of the adaptation

options identified by key
stakeholders were
implemented such as in
Kenya, households were
sprayed to prevent
malaria and in Nepal theministry of home affairs iscurrently assessing thepossibility of insurance
schemes to counter
weather disaster risk
reduction.
3.

Stakeholder science partnerships
established trained and mobilized by
the pilot actions.

a MOUS were concluded
with the Global
Implementation
Committee composed of
the science and technicalsupport team for the
ACCCA project.

b

2 technical training
workshops wereorganized under the
ACCCA projectb 2 Technical training
workshops wereorganized under the
Climate Change ProgrammebPage 17

2008‐2009 Programme Performance Report

ACCCA project and eachpilot action organized atleast one training
workshop or seminar.

ACCCA
Projectmanagers

ACCCA
Projectmanagers

2.2. Non‐quantifiable accomplishments:
1.

2.

3 websites were set up and continuously updated and served as knowledge platforms for the project
partners as well as the general public such as researchers etc. the websites were C3D+, NAPA‐
PANA,ACCCA
various outreach and communication material enhancing the visibility of the Programme activities wasproduces, such as; A C3D+ brochure introducing the centers of excellence,C3D+ project document
summary for potential donors and partners, a short video of the ACCCA closing workshop and 2
brochures of the ACCCA project .

2.3 Unintended accomplishments:
The UN Secretary‐General in an effort to lead by example launched the Climate Neutral Initiative committing
all UN organizations to move to climate neutrality. The CCP Manager was appointed to be the focal point to
the UNEP Environment Management group (EMG) coordinating this effort. CCP was also part of the UNITAR
climate neutral task force, tasked with implementing the first generation strategy and policy for UNITAR on
climate neutrality. Some of the accomplishments noted have been:••••

Successful completion and submission to the EMG of UNITAR’s GHG inventory for 2008
Calculation of UNITARS carbon footprint in 2008
UNITARs has been identified as an example of reducing green house gas emissions and cited as an
example of climate‐friendly action within the United Nations system in a report entitled;” Moving towards
a climate neutral UN: the UN system’s footprint and efforts to reduce it.”
CCP also grew its portfolio to include a new contract under the Global Climate Change Alliance an EU
initiative.

2.4 Managerial accomplishments:
The accomplishment of the activities apart from the efforts and enthusiasm of the CCP staff can also be
attributed to the Solid network that CCP has nurtured based on acquired technical expertise and credibility
which ensure delivering on the promise. The audacity to seek and compete for new partnerships is also at theheart of accomplishment and the growth the Programme has witnessed.

2. Challenges, obstacles and unmet/postponed outputs/goals:
In general all the planned accomplishments as stated in the Programme budget for 2008‐2009 were achieved.
In those instances like for accomplishment (2) the inclusion and integration of climate change adaption
concerns into development plans, the impacts cannot be immediately observed but the ground work
contributing to this accomplishment through training, awareness raising has been done. Also the need for
additional funding to sustain the results of the ACCCA project still remains a challenge.

Climate Change Programme

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2008‐2009 Programme Performance Report

Chemicals and Waste Management Programme (CWM)
1. Highlights of results:
In the 2008‐2009 biennium, UNITAR’s Chemicals and Waste Management Programme (CWM) trained over X
persons in Y countries in a wide variety of chemicals management related trainings. In addition, newmethodologies were developed and peer‐reviewed; chemicals management strategies were drafted in 2 UN
regions. A new programme area on Nanotechnologies/Manufactured Nanomaterials also commenced inpartnership with OECD.

2. Programme performance
2.1 Quantifiable accomplishments:
Measure(s) of achievement
2.1 Accomplishments

Indicator(s) of achievement
TargetActuala

3000
persons
trained at
100 events

a 3277 persons
trained at 110
eventsb

2 regional
strategies
developedb 2 regional
strategies
drafted2. Actions aimed at the longer‐term (post‐ a Decision to close world’s2009) reduction of mercury emissions tolast remaining exporting
the global environment and local
mercury mine (inenvironment in Kyrgyzstan
Kyrgyzstan) made.

a

Decision toclose onemine (lastremaining)madea Decision
made andannounced in
October 2009b Capacity building projectb

Project
completedb Project
Completed

1. Relevant human and institutional
capacities to address chemicals
management challenges/priorities are
increased in developing countries andcountries with economies in transitiona Completed country

projects in five CWM
programme areasb CWM assists regional

strategy development andimplementation in fiveCWM programme areas

on alternatives to mercury
mine alternatives
completed
3. New guidance and training materials
developed and peer‐reviewed

a Key guidance on theadevelopment of a national
implementation plan for
the Strategic Approach toInternational Chemicals
Management developed
and peer‐reviewed

Guidancea Guidancedrafted, peer
developed,
reviewedpeer
and made
reviewedavailable forand madecountry use
available

4. Awareness raised in 2 UN regions
regarding the new field ofNanotechnology/Manufactured
Nanomaterials according to UNITAR
mandate from the Second Internationala Awareness‐raising
workshops held in UN
regions

2 regionalawareness‐raisingworkshops
held by end‐

Chemicals and Waste Management Programmeaa 2 regionalawareness‐raisingworkshops
heldPage 19

2008‐2009 Programme Performance Report

Conference on Chemicals Management

5. Basic Pilot Course on the Globally
Harmonized System for Classification andLabelling of Chemicals (GHS) developed

2009b National Chemicals
Management Profile
Guidance Chapter on
Nanob

Chapterb Chapter
outlineoutlinedrafted anddrafted for
initial review
reviewed at
at
2 regional
workshops
workshops

a Course developed andpeer‐reviewedb

Coursedeveloped
and peer
reviewed by
the GHS
Programme
Advisory
Committee

Coursedeveloped
and peer
reviewed by
the GHS
Programme
Advisory
Committee

2.2.Non‐quantifiable accomplishments:
Strengthened cooperation with countries, partners within the UN family and OECD resulting in increased
credibility for the Programme at the international level. An increased focus on “challenging” countries led tosuccesses (e.g. hundreds of persons trained, decision to close world’s last remaining exporting mercury mine).

2.3 Unintended accomplishments: n/a
2.4 Managerial accomplishments:
The following managerial accomplishments contributed to the above‐mentioned accomplishments:a.

Introduced strategic planning at programme level;b.
Commenced preparation of e‐learning courses informed by existing country and regional
methodologies and client demand;c.
Introduced new experts (e.g. on Nano) working with the programme as course developers andmentors;d.

Significantly increased donor diversity and income;e.

Monitored programme progress through programme level work plan;f.

Recruited and retained competent staff to achieve deliverables.

3. Challenges, obstacles and unmet/postponed outputs/goals:
Several Global Environment Facility project proposals were not submitted as planned due to internal capacity
constraints. Similarly, E‐learning implementation was delayed to 2010 due to such constraints. Programme
fundraising has become more challenging due to external factors; however, targets were met. It is anticipatedin 2010 that the fundraising situation will remain challenging. Internal constraints with centralized services(within UNITAR) led to a number of delays in project execution.

Chemicals and Waste Management Programme

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2008‐2009 Programme Performance Report

PEACE, SECURITY AND DIPLOMACY UNIT
Multilateral Diplomacy ProgrammeInternational Law Programme
Peacemaking and Conflict Prevention Programme
Peacekeeping Training Programme

Peace, Security and Diplomacy Unit

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2008‐2009 Programme Performance Report

Multilateral Diplomacy Programme (MDP)
1. Highlights of results:
•
•
•
•
•

•
•
•

Catalogue of activities: 73 training activities totally self‐funded and designed and implemented by ateam of 4 staff
Use of eLearning and technology to support independent learners, and foster a culture towards
lifelong learning on diplomacy and negotiations by government officials
96% of diplomats who participated in Core Diplomacy Training activities in 2009 would recommend
them to their colleagues
Global outreach: 22 training venues
Impact on ongoing diplomatic processes:o Training for the French Government to support Multilateral Environmental Negotiations
during the French European Union Presidencyo Training for the Iraqi Government to service Ad Hoc Support Mechanism of the Conferenceof Neighbouring Countries
o Thematic training activities on e.g. Human Rights Council, Convention on Biological Diversity
Organization and facilitation of African Chapter of the International Forum of Diplomatic Training
Institutes
Expansion of pool of experts and consultants on skills building in diplomacy
Development of a syllabus on multilateral conference diplomacy for diplomatic institutes

2. Programme performance
2.1 Quantifiable accomplishments:
Measure(s) of achievement
2.1 Accomplishments

Indicator(s) of achievement

1. Sustainability of training activities in
Geneva and New York and better
evaluation of the impact and results of
the Institute’s programminga Number of activities
implemented in Genevaab Ratio of activities
implemented with NYO

bTargetActual8 to 10 per
year

a 15 (2008)

1/3

b 1/5 (2008)14 (2009)

0/5 (2009)c Common evaluation andreporting toolc

Information
on training
impacts andresults in
UNITAR
programmec Report of theSecretary
General on
UNITAR(E/2009/57)

report (2008‐2009)

Multilateral Diplomacy Programme

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2008‐2009 Programme Performance Report

2. Sustainability of training activities in
UN Offices at Vienna and Nairobi, and in
UN regional commissions

3. Sustainability and increase of in‐country and regional activities

a Number of activities at
UNOV and UNON

a

6

a 5

b Number of activities atb
the venues of the regional
commissions

12

b 10

c Activities at the venues of cthe regional commissions
designed andimplemented with
regional ‘strategic training
partners’

Not identified
in the PPB

a Number of activities
implemented at country
level.

14a 18

Southern
Africab Sustainabilityof activities
in Southern
Africa andSouth‐EastAsiaab Geographicb
representation of training
venuesAsia
Middle East

All activities
designed andimplemented
with regional
strategic
training
partner(SouthAfrica, Spain,
OIF)

South Africa
4. Increase of knowledge and skills for
integrated decision making in conflict
prevention and post conflictreconstruction

a 3D initiativeaLaunch ina 1 briefing
2008 and
duplication in2009 (inFrench)5. Development of diplomacy training
and networking toolsa Glossary of Terms for UN
Delegates in SpanishaPublicationa Postponed to
2010b Internet‐based gatewayb
to UN rules of procedures

Operationb No funds
identifiedc ExercisescDevelopment, c 1 developed
test andand tested
revisionand 1 revisedd Frequency of e‐learning
course in cooperation
with strategic partners in
Africa, Asia and Southd1 per year

Multilateral Diplomacy Programmed 2 (2008)
1 (2009)

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2008‐2009 Programme Performance Report

America and Caribbean
6. In‐house training capacity of theInstitute in the field of multilateraldiplomacy strengthened.

a Number of MDP staff
trained and fully
operational in designingand delivering training
inputsa2

a 2

2.2. Non‐quantifiable accomplishments:n/a
2.3 Unintended accomplishments:
Performed role of Secretary of UNITAR Board of Trustees in 2008 and led organization of 2009 UNITAR Retreat
and Strategic Planning Process

2.4 Managerial accomplishments:
Development and implementation of strategic priorities for the Programme, supporting the 4 institutional
priorities outlined in the 2007 UNITAR Strategic Plan (strengthening institutional capacity for training andresearch; enhancing human capital; building and strengthening strategic partnerships; and rationalizing theorganizational structure) through the introduction of results‐based management and budgeting, programme
and individual work plans, and mapping tools.

3. Challenges, obstacles and unmet/postponed outputs/goals:••

Targets to sustain and increase training activities in UN Offices at Vienna and Nairobi, and in UN
regional commissions were not met due to late arrival of donor support and non‐availability of
training rooms
Targets for the development of diplomacy training and networking tools were not met due tounavailability of donor support

Multilateral Diplomacy Programme

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2008‐2009 Programme Performance Report

International Law Programme (ILP)
1. Highlights of results:
The Programme successfully implemented training and capacity development activities that enabled respective
beneficiaries to acquire additional knowledge on the legal work of the United Nations and its associatedbodies, to learn about the international judiciary as well as to familiarize with a wide range of international
legal issues which consequently increased the knowledge and a better understanding of international law.
A special focus was put on the provision of specialized expertise and training in international environmental
law thus contributing to making the complex range of international environmental agreements comprehensible
to the stakeholders involved in their implementation at the national level.
Furthermore, special efforts were put on:a) engaging in partnerships with strategic institutions with a view to widening the scope and enhancing thequality of the training providedb) linguistically diversifying the course offers in order to offer training in Spanish language to beneficiaries in
Latin American Countries

2. Programme performance
2.1 Quantifiable accomplishments:
Measure(s) of achievement

Indicator(s) of achievement
2.1 Accomplishments

TargetActuala • 2 Global
Fellowship
Programmes inInternationallaw conducted,
one in English
and one inFrench• 40 participants
traineda • 5+1‐ 1 Regional
Course (Europe)on the Preventionof Industrial
Accidents andCriminal Liability
for Environmental
Damage;1. Implementation of annual Global
Fellowship Programmes in Internationallaw

a Number of Global
Fellowship Programmes
conducteda2

2. Fundraised for, developed anddelivered national, regional or sub‐regional capacity development activities
in international law

a Number of national,
regional or sub‐regional
capacity development
activities in internationallaw conducteda2‐ 1 Regional
Course on Human
Rights Reportingfor CARICOM;‐ 1 Regional
International Law Programme

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2008‐2009 Programme Performance Report

Capacity
Development
Activity ininternational law
for Latin American
Countries (inSpanish);‐ 1 National
International Law
Training,
Myanmar;‐ 1 National
International Law
training, Eritrea;‐ 1 Regional
environmental law
course prepared(not yet
implemented due
to non‐arrival ofpledged donor
funds)

3. Sessions of Diploma Course inInternational Environmental Law
conducted; course books revised andpublished ; sustained income from
activitya Number of course books
rewritten and updateda3‐5b Number ofsessions/number ofparticipants of the
Diploma Courseb4

4. Reinstall e‐Learning in International
Environmental Law

a Number of e‐Learning
courses in International
Environmental Law
conducteda2

5. Establish strategic partnerships with aview to enhancing the quality of traininga Partnerships establishedwith Diplomatic Academyof Peru, Catholica3International Law Programme• 215 participants
traineda 2 course books(environmental
governance andbiodiversity)
rewritten and peer
reviewed + 4
initiated, to be
finalized in 2010b • 4 sessions
conducted
2400• 3810participants
traineesenrolleda • 1 e‐Learning
Course inInternational
Environmental
Law conducted• 604 participants
traineda 3 partnerships
established

Page 26

2008‐2009 Programme Performance Reportprovided

University of Peru, Hong
Kong City University

2.2. Non‐quantifiable accomplishments:
Programme website constantly updated with relevant and timely information about ILP’s activities.

2.3 Unintended accomplishments: n/a
2.4 Managerial accomplishments:
Sustained environmental law diploma course activity after loss of donor support. Managed to ensure
continuity of employment for Programme staff despite loss of major donor support and despite non‐arrival ofpledged funds.

3. Challenges, obstacles and unmet/postponed outputs/goals:
Due to non‐arrival of (committed) funds some activities could not be implemented, as envisaged.
Due to loss of donor support, special challenges for the continuity of some activities (e.g. in the field ofInternational Environmental Law) had to be faced.

International Law Programme

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2008‐2009 Programme Performance Report

Peacemaking and Conflict Prevention (PMCP)
1. Highlights of results:
In the 2008‐2009 biennium, the Programme in Peacemaking and Conflict Prevention successfully implemented
training and knowledge–sharing activities strengthening the skills and capacities of mid and senior level
officials from around the world responsible for the prevention and resolution conflict, and contributed to theempowerment of indigenous peoples’ representatives to engage in negotiation and conflict analysis. In spiteof the overall economic difficulties, the Programme secured funding from most of the main donors to sustain
its core programmes. Participant feedback confirmed the high‐level of quality and relevance of the
programmes. In line with UN’s intensified efforts in conflict prevention and mediation, PMCP made asignificant contribution notably by increasing the number of high‐level knowledge‐sharing events for senior
Headquarters staff and heads of UN peace operations and partnering with a new UN regional center working
to develop capacities for preventive diplomacy. It has also consolidated its working structure by completing its
staffing.

2. Programme performance
2.1 Quantifiable accomplishments:
Measure(s) of achievement
2.1 Accomplishments

Indicator(s) of achievement
TargetActual

1. Skills strengthening and training of mid
and senior‐level diplomats from aroundthe world, United Nations and regionalorganization staff in peacemaking andpreventive diplomacy.

a Number of Fellowship
Programmes in Peacemaking
and Preventive Diplomacy
conducted internationally

a

2

a

2

b Number of fellows
successfully completing
programmes

b

88

b

78

2. Skills and knowledge strengthened
among mid and senior level African
government officials, regionalorganization and UN peace operation
staff through training conducted inconflict prevention and peacemaking.

a Number of continental
training programmesorganized for African officials

a

2

a

2

b Number of officials
successfully completing
programmes

b

72

b

70

3. Skills building and training of
indigenous peoples’ representatives inconflict prevention and resolution.

a Number of training

a

2

a

1

b

95

b

29

c

0

programmes conducted forindigenous representatives

b Number of indigenous
representatives successfullycompleting programmec Number of Minority and19

Indigenous Fellows
completing newly

Peacemaking and Conflict Prevention Programme

Page 28

2008‐2009 Programme Performance Report

established annual
peacemaking briefing
sessions

4. Strengthened awareness and skills ofCentral Asian diplomats through training
in preventive diplomacy.

a Number of training

a

0

a

1

b

18

b

26

programmes conducted forCentral Asian diplomatsb Number of Central Asian
diplomats successfullycompleting programme(Includes UN
staff also)

5. Capacities increased to enhance UN
a Number of high‐levelseminars conducted forPeace Operations through organization ofsenior UN officials.
high‐level knowledge sharing seminars.

a

1

2

b Number of senior level

b

55

93

b

2

4

officials participating.

c Number of Heads ofDepartment Conferences
held with participation of 3
Departments.

2.2. Non‐quantifiable accomplishments: n/a
2.3 Unintended accomplishments:
In 2009 the UN Regional Centre for Preventive Diplomacy in Central Asia contacted UNITAR to request theorganization of a joint regional training programme to strengthen knowledge and capacities of Central Asian
diplomats in the prevention and resolution of conflict. This first collaboration was a big success with very
positive feedback from the officials and resource persons. In addition to the regular training programme forindigenous representatives, an annual briefing on peacemaking was conducted for 19 UN Minority andIndigenous Fellows.

2.4 Managerial accomplishments:
Sustained all regular programmes and raised required funds even in the face of the loss of a large donor due
to the economic crisis. Planned and conducted new programme for Central Asia region.
SRSG Seminar, previously held every two to three years, has now become an annual programme to plan andfundraise for.
Monitored programme progress through programme work plan.
Worked with staff and senior consultants to successfully achieve deliverables.

Peacemaking and Conflict Prevention Programme

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2008‐2009 Programme Performance Report

3. Challenges, obstacles and unmet/postponed outputs/goals:
Due to time requirements in organizing new Central Asia programme and now the annual SRSG Seminar, one
indigenous training programme was organized rather than the two originally planned. Additional time was
required for fundraising activities in order to sustain programmes as well as to implement a new programme.

Peacemaking and Conflict Prevention Programme

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2008‐2009 Programme Performance Report

Peacekeeping Training Programme (PTP)
1.
•
•
•

Highlights of results:
Following the decision taken at the 47th Session of UNITAR Board of Trustees in January 2009,
UNITAR Peacekeeping Training Programme has been entirely restructured.
The Programme has developed a new Strategic Plan and has been provided with an Advisory Board,
specifically established to support its activities.
In 2009, the first meeting of the Advisory Board took place and the Programme organized a high level
conference in London and a round table discussion in Geneva to promote its engagement in the fieldof protection of civilians.

2. Programme performance
2.1 Quantifiable accomplishments: As the Programme was entirely re‐structured in early January 2009, noneof the accomplishment planned for the biennium 2008 – 2009 has been achieved.
Measure(s) of achievement
Indicator(s) of achievement
2.1 Accomplishments
TargetActual
1. Increase in number of enrolments
world wide

Number of enrollments
worldwide

100.000

0

2. Increase in number of enrolmentsfrom developing countries

Number of participants

80.00003. Increase number of courses offered in
EnglishNumber of courses inEnglish24

0

4. Increased number of courses offeredin French

Number of courses in
French1805. Increased number of courses offeredin Spanish

Number of courses in
Spanish160

6. Increase number of continents/regions
where students from developing nations
may enroll at no cost

Number ofcontinents/regions whereparticipants enroll at no
cost

3

0

2.2. Non‐quantifiable accomplishments: n/a
2.3 Unintended accomplishments:
As consequence of the complete restructuring of the Programme, the following unintended accomplishment
has been achieved:•••

The Programme successfully held the first session of its Advisory Board, in October 2009. On thisoccasion, the Programme presented its new Strategic Plan for 2010 – 2011 as well as its first Course
Catalogue for 2010, comprising in total eight courses.
The Programme established a collaboration with the Open University UK for the development of an e‐learning course on the Protection of Civilians in Peace Operations, including a first module on Sexual
Violence, Exploitation and Abuses to be developed jointly by the end of 2009.
In the framework of the above‐mentioned collaboration, the Programme organized jointly with theOpen University UK a high level International Conference on the Protection of Civilians in Peace
Operations that was held in Wilton Park (London, UK) in October 2009, fully funded by the UK Foreign

Peacekeeping Training Programme

Page 31

2008‐2009 Programme Performance Report•

and Commonwealth Office.
At the 49th Session of UNITAR Board of Trustees in November 2009, the Programme organized around‐table discussion on the topic “Is Protection of Civilians Given Enough Priority” that constituted
an opportunity to present the newly restructured Programme to the diplomatic community in
Geneva.

2.4 Managerial accomplishments:
•

•
•
•

At the 47th Session of the UNITAR Board of Trustees in January 2009 it was decided to completely
restructure UNITAR Programme of Correspondence Instruction in Peacekeeping (POCI). As
consequence, its activities were completely closed and the new Programme was established under
the name UNITAR Peacekeeping Training Programme.
A new Manager was appointed in March 2009 to lead the Programme, and an Associate Programme
Officer was assigned to support his activities.
The new Programme mission is to deliver innovative and responsive training, contributing to theeffectiveness of peace operations by means of improving the preparedness and readiness of civilian,
military and police personnel to be deployed in peace operations.
The new Programme has developed a new Strategic Plan, built around five strategic priorities and has
been provided by an Advisory Board to support its activities.

3. Challenges, obstacles and unmet/postponed outputs/goals:
Major challenging currently faced by the Programme are as follow:••

Management of the consequences related to the dissolution of UNITAR POCI;
Fund‐raising.

Peacekeeping Training Programme

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2008‐2009 Programme Performance Report

GOVERNANCE UNIT
Public Finance and Trade Programme
Local Development Programmee‐Governance Programme

Governance Unit

Page 33

2008‐2009 Programme Performance Report

Public Finance and Trade Programme (PFT)
1. Highlights of results:
In the 2008–2009 biennium, the Public Finance and Trade Programme of UNITAR significantly expanded its
activities, with a total of 92 instructor‐led e‐Learning courses (6 weeks/40 hours each) conducted for the
benefit of over 4,500 officials from developing countries, including LDCs, and economies in transition. In
particular, the Programme addressed new topical areas in public financial governance, trade and intellectual
property, including some of the challenges related to the achievement of the Millennium Development Goals(MDGs). The Programme also strengthened its e‐Learning partnerships with relevant local, regional andinternational institutions from all regions of the world (English, French and Spanish‐speaking regions). The
results of the online participant surveys conducted at the end of every course confirmed the high quality andrelevance of the Programme’s online training activities.

2. Programme performance
2.1 Quantifiable accomplishments:
Measure(s) of achievement
2.1 Accomplishments

Indicator(s) of achievement
TargetActual

1. Skills building and training ofgovernment officials from English andFrench speaking sub‐Saharan Africa inpublic finance and trade‐related issues.

a Hours of training delivereda110,000 hrs

a 180,000 hrs

2. Networking and fostering bestpractices among government officials
from developing countries throughregional workshops and through use of
new information and communication
technology (online discussions).

a Number of regional
workshopsa

6 workshops

a none

a

3‐5

a 10

a i) Number of persons trained

a

2,500

a 4,500b ii) Percentage of participantsb98%

b 98.5%

200

1,275

3. Strengthening capacity of selected local a Partnership arrangements
and regional training institutions toprovide training in public finance andtrade.
4. Offering quality training to a broad
spectrum of officials using the innovativetechnology of e‐Learning.

5. Addressing the UN Millennium
Development Goals (MDGs), poverty
reduction and governance agenda
through training.

Public Finance and Trade Programme

indicating that their training
fully or to a large extent
achieved its overall
objectives
Subscription to 2 new e‐
Learning courses in thisparticular area

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2008‐2009 Programme Performance Report

2.2. Non‐quantifiable accomplishments:n/a
2.3 Unintended accomplishments:
n/a
2.4 Managerial accomplishments:
The following managerial accomplishments contributed to the above‐mentioned accomplishments:
a.
b.
c.
d.
e.
f.
g.
h.
i.

Introduced strategic planning at programme level;
Implemented transition to new e‐Learning platform in record time;
Increased number of senior experts working with programme as course developers and mentors;
Approved and implemented training material in relevant and topical themes;
Expanded programme partnerships based on a new partnership model linked directly tocomparative advantage;
Recruited individual contractors based off‐site to provide administrative and technical support. toprogramme (growing from a staff of two to a team of over twelve collaborators);
Monitored programme progress through programme level work plan;
Coached and mentored staff on a weekly basis to increase team cohesion and motivation;
Recruited and retained competent staff to achieve deliverables.

3. Challenges, obstacles and unmet/postponed outputs/goals:
The target for output 2 (6 workshops) was not achieved as of end of 2009. E‐Learning courses were conducted
instead of regional workshops, since UNITAR is considered by partners to have a clear comparative advantage
and demonstrated expertise in this area (i.e. use of ICTs for training and outreach).

Public Finance and Trade Programme

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2008‐2009 Programme Performance Report

Local Development Programme (ILP)
1. Highlights of results:••••

Surpassed partnerships target through high focus and accomplishments in partnership building acrosssectors, academic, governmental, foundations and private sector
Surpassed training sessions target by about 300% and training participants target by almost 700%High focus and outputs in delivering through multi‐partner projects
Tangible accomplishments in planning for and consolidating relationship, coverage, and structures of
CIFALs across Network through development of UNITAR Guidelines for CIFAL Network and geographic
expansion with new CIFAL locations.

2. Programme performance
2.1 Quantifiable accomplishments:
2.1
Accomplishments

Measure(s) of achievement

Indicator(s) ofachievement

Establishment of aa •network of newpartners and strategic
alliances for increased
intellectual capacities.

Targeta •Number ofagreements
andpartnerships
with newrelevant
entities

Establishmentof 4partnerships
with training
institutions
anddevelopment
of joint
programmes

Actual
a •
•
•
•
•
•

•
•
b •

Number of
joint
activities
organizedwith thesepartners

b •

b

•
•
•
•
•

Delivery anda •Development of
current and new
training programmes
and modules focusedon Local development

Number oftraining
seminars

Local Development Programmea ••50 training
sessions
delivered
1500
participants

a •
•
•
•

Partnership with Govt. of Spain started in
2008‐2009
Partnership with Delta States NDDC in 2008
Partnership with Veolia Environnement
renewed for three years
Partnership with the Prince Albert II of
Monaco Foundation renewed for a new
project
Signature of MoU with ACBF in 2009
Partnership with University of Salamanca
and Universidad Autonoma de Madrid andother UN institutions for national Spain
migration study in 2009
Partnership with UNESCAP for e‐learning in2009
Dialogue STARTED with EPFL, WORLD BANKINSTITUTE
UNESCAP project launched for e‐learning
course on governance in urban sanitation
Launch of Police platform on urban
development jointly with UN‐Habitat
Launch of Red Convival
Launch of Water Think Tank Partnership
Project
Development and passing of Resolution
22/8 for continuation of UNHABITAT Accessto Basic Services project
Developed multi partners study on femalemigration to Spain with Spanish
Government cooperation, universities andUN partners
141 training sessions delivered
10212 participants
development of e‐learning modules on
Governance in Urban Sanitation Sector in
two languages (English and French)
Began development in 2009 on new e‐learning course on transport, to launch inPage 36

2008‐2009 Programme Performance Report(including e‐learning)

2010
b •

•

Consolidate CIFAL
networka •b •Min. one e‐ blearning
platform
developed
Number of
new tools
developed
dedicated tothe target
group

a •
Opening of
new CIFAL
centres(middleeast, Central
America,
Asia)•

CIFAL network a •has balanced
regional•
representation‐outreach•••

Propose a wider range a •of training activities
related to otherthematic of local
development, basedon existing and pasttraining activities
conducted by PHPOb
responding togeographic, learningand other needs

Number ofnewthematic
training
activities

a •

b

a •
4 new
thematic
training
activities to be
determined incollaboration
with various
partners in
Nigeria project
b •
•
•
•

Develop Synergiesa •between PHPO
activities and the local
development projects
in the sub‐region

Number of
joint
activities
run on thefield(including
trainings,
assessment
missions,
and project
proposals)a •4 joint
activities
conducted•a •Developed 1 e‐learning platform and 3 e‐learning sessions conducted in English andFrenchBrochures and communication materials
produced linked to e‐learning forparticipants

Negotiations started with Doha for ME
CIFAL
Negotiations and commitment from South
Korean authorities for opening a CIFAL
centre in Jeju
Negotiations started with Macau forestablishing a CIFAL centre
Negotiations started with Nigeria for CIFAL
in Edo state for Anglophone west Africa
Discussions with Central American
institutions for establishment of regional
CIFAL
PHPO enlarged its geo scope to cover
Nigerian states other than Niger Delta
region states

PHPO reinforced its training offer in thefollowing areas: economic and social
development planning
Environmental protection and compliance
Governance and local administration
management
Monitoring and evaluation of development
projects
Micro enterprise development
1 Joint activity conducted by PHPO with
CIFAL Durban (SA)2.2. Non‐quantifiable accomplishments:•

The UNITAR new Guidelines on the CIFAL Network developed, approved by all CIFAL directors during theSteering Committee meeting in 2008, and implemented by 80% of CIFALs in 2009.

•

CIFAL visibility guidelines developed to consolidate branding image of CIFALs and UNITAR brand usage

Local Development Programme

Page 37

2008‐2009 Programme Performance Reportacross CIFAL network. Guidelines to be finalized in 2010 and implemented by LDP and all CIFAL centres•

CIFAL Steering committee meeting held in 2008 to continue network consolidation•

Dialogue started with numerous partners in academic, private and governmental sectors, especially forresource mobilization and coordination of projects

2.3 Unintended accomplishments:•

Due to participative approach used in development of new UNITAR Guidelines on the CIFAL Network,
CIFALs have internalized and integrated a new business approach to CIFAL operations focused onsustainability, resource mobilization and cost recovery approaches.

•

Also, due to integration effects of UNITAR Guidelines on the CIFAL Network, CIFALs have developed morecommunicative and strengthened relationship with UNITAR as a unifying hub for the network.

2.4 Managerial accomplishments:•

Smooth structural changes in LDP Team: One Team Manager and one associate programme officer hired
and integrated into team successfully (Q3)•

Reallocation of team roles and responsibilities for more even and efficient distribution of work, especiallyfor increased even relationship management with CIFALs

3. Challenges, obstacles and unmet/postponed outputs/goals:•

Finalization and Presentation of Spanish Govt. funded study on female migrant integration postponed until
2010 due delay in arrival, processing and disbursement of funds•

Joint workshops with AECID not achieved due to difficulties in structuring concrete partnership with AECID
training centres in Latin America•

Unexpected Delays in receiving funding from certain donors which had a direct impact on programmed
activities, though overall LDP was able to achieve more than the targets set•

During beginning of Biennium each CIFAL’s performance was unbalanced and not on par with rest, leading
to difficulties in monitoring, communication, comparability and development of an integrated network of
CIFALs, but towards end of Biennium this challenge has been overcome through development of UNITAR
Guidelines for CIFALs and increased relationship management with current CIFALs, as well as closing downof certain centres and planned openings of new centres.

•

Exogenous variables in CIFAL training activities, have also affected LDP’s output of training and activity
schedules, given that on some occasions, largely during the beginning of the biennium, CIFAL
communication, visibility of local challenges and certainty of outputs on the ground was difficult tomonitor and quantify

Local Development Programme

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2008‐2009 Programme Performance Report

e‐Governance Programme
1. Highlights of results:
Although the program was mostly inactive during this biennium due to difficulties in raising funds , itconducted successful workshops in the Central Asia region, bringing together high level officials from cities in
Tajikistan and Kazakhstan to exchange experiences in establishing e‐Governance structures at the local level.

2. Programme performance
2.1 Quantifiable accomplishments: In the biennium, the e‐Governance Programme organized two
training workshops for local government officials in Tajikistan and Kazakhstan on “the use of ICTs in the better
running for local government affairs”. This was a result of a partnership with Microsoft.
The Programme also developed partnerships with academic institutions, such as University of Zurich, e‐Governance Academy in Estonia, with international organizations, such as ITU and development bank such as
European Bank for Reconstruction and Development.
Measure(s) of achievement
2.1 Accomplishments

Indicator(s) of achievement
Target1 The decision‐makers awareness on e‐
governance issues has been raised

Actuala Curricula are developed

a

2

a 0

b Training workshops are

b

17

b 2

a

10

a 5

carried out for high level
central and local
government decision
makers2.The expertise of UNITAR in main e‐
governance issues has been developed

a Number of partnerships

developed

2.2. Non‐quantifiable accomplishments:
UNITAR was invited to Open Consultations on Financial Mechanisms for Meeting the Challenges of ICT for
Development, ITU Cyber Security Working Group, OpenCity Network meetings, European Information Society
Conference (EISCO), Global Alliance for ICT and Development (GAID) meeting on ICT4D 2.0: defining a way
forward, International Conference on Theory and Practice of Electronic Governance (ICEGOV).
UNITAR was actively involved in post‐WSIS activities, such as the working level meeting of the United Nations
Group on the Information Society.

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2.3 Unintended accomplishments:
n/a

2.4 Managerial accomplishments:
n/a

3. Challenges, obstacles and unmet/postponed outputs/goals:
The manager who was responsible for the e‐Governance Programme biennium budget 2008‐2009 andperformance measures is no longer at UNITAR. But during his tenure, the e‐Governance Programme suffered
severely from difficulties in fund raising, despite the fact that it submitted numerous proposals to potential
donors, such as the government of the UK, Estonia and Finland. It also lacked a vision / plan for the upcoming
years, situation that has now been corrected.

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