PROGRAMME PERFORMANCE REPORT
2012-2013 Biennium

August 2014

Institut des Nations Unies pour la formation et la recherche
Instituto de las Naciones Unidas para Formación Profesional e Investigaciones

CONTENTS
Abbreviations
Introduction
Methodology
Summary of achievements
Unintended accomplishments
Leading output - beneficiaries
Challenges and lessons to be learned

ANNEX 1: COMPILIATION OF PROGRAMME PERFORMANCE REPORTS
OFFICE OF THE EXECUTIVE DIRECTOR
Monitoring and Evaluation Section (Planning, Performance and Results Section)
SUPPORT SERVICES DEPARTMENT
Administration and Finance Section
Human Resources Section
Communication and Information Technology Support Section
Hiroshima Office
New York Office
RESEARCH DEPARTMENT
Knowledge Systems Innovation Unit
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
ACP
AFS
AU
CAF
CCP
CDKN
CERN
CIFAL
CITSS
CRT
CTA
CWM
DCP
DPA
DPKO
ECBCheck
ECOSOC
EGP
EMS
EU
FAO
GA
GCP
GEF
GHS
GIS
HO
HR
KSI
ILP
INTOSAI
IOM
IOMC
ITCCO
KPI
LDC
LDP
LPHM
LTA
MEA
MDG
MDP
M&E
NAP-GSP
NGO
NIP
NYO

African, Caribbean and Pacific countries
Administration and Finance Section
African Union
Development Bank of Latin America
Climate Change Programme
Climate Development Knowledge Network
European Organization for Nuclear ResearchCentre international de formation des acteurs locaux (International Training Centre for Local
Actors)Communication and Information Technology Support Section
Criterion referenced test
Technical Centre for Agriculture and Rural Cooperation (Lome Convention)
Chemicals and Waste Management Programme
Decentralized Cooperation Programme
Department for Political Affairs
Department of Peacekeeping Operations
e-Learning Capacity Building Certification Scheme
Economic and Social Council
Environmental Governance Programme
Events Management System
European Union
Food and Agriculture Organization
General Assembly
Global Compact Principles
Global Environment Facility
Global Harmonized System
Geographic Information System
Hiroshima Office
Human Resources Section
Knowledge Systems Innovation
International Law ProgrammeInternational Organization of Supreme Audit Institutions
International Organization for Migration
Inter governmental Organization for the Sound Management of Chemicals
International Training Centre for Corporate Opportunities
Key Performance Indicator
Least-developed Country
Local Development Programme
Learning Platform on Human Mobility
Long-term Agreement
Multilateral Environmental Agreement
Millennium Development Goal
Multilateral Development Programme
Monitoring and Evaluation
National Adaptation Planning-Global Support Programme
Non-governmental Organization
National Implementation Plan
New York OfficeInstitut des Nations Unies pour la formation et la recherche
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3

OED
OHCHR
QAC
PCB
PHPO
PFTP
PRM
PMCP
PPR
PPRS
PRTR
PTP
RBM
SAICM
SHS
SIDA
SIDS
SLA
SRSG
ToT
UNCC:Learn
UNCT
UNCTAD
UNFCCC
UNHCR
UNEP
UNFPA
UNICEF
UNOCC
UNOG
UNOSAT
VLE
WHS

Office of the Executive Director
Office of the High Commissioner for Human Rights
Quality Assurance Committee
Polychlorobiphenyls
Port Harcourt Project Office (UNITAR)
Public Finance and Trade ProgrammePartnership and Resource Mobilization Section
Peacemaking and Conflict Prevention Programme
Programme Performance Report
Planning, Performance and Results Section
Pollutant Release Transfer Registrar
Peacekeeping Training Programme
Results-based Management
Strategic Approach to Integrated Chemicals Management
Sea and Human Security
Swedish International Development Agency
Small Island Developing States
Service Level Agreement
Special Representatives of the Secretary-General
Training of Trainers
United Nations Climate Change: Learn
United Nations Country Team
United Nations Conference on Trade and Development
United Nations Framework Convention on Climate Change
United Nations High Commissioner for Refugees
United Nations Environment Programme
United Nations Population Fund
United Nations Children’s Fund
United Nations Operations and Coordination Centre
United Nations Office at Geneva
UNITAR Operational Satellite Applications Programme
Virtual Learning Environment
World Heritage Sites

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Introduction
1. The 2012-2013 Programme Performance Report (PPR) presents the results of the third programme
performance exercise that UNITAR has undertaken since results-based programme budgeting wasintroduced in 2008. The report compiles performance information from all UNITAR divisions (offices,
programmes, sections) specifying expected results in the revised 2012-2013 programme budget. In
addition to recording financial information1 and rating the achievement of expected accomplishments,
the report also includes performance against planned outputs and lists any unprogrammed results (i.e.
those not included in the revised budget) that materialized.
Methodology
2. Programme performance reporting is a key element of the Institute’s accountability framework and isundertaken by managers as a self-assessment exercise using a harmonized reporting format. Green,
yellow and red traffic light ratings are assigned to each expected accomplishment recorded in therevised programme budget based on the degree to which performance targets were met. The
abbreviation “NM” is used in instances where result indicators are either not measured or measurable.
Table 1:NM
Target surpassed or
met within 10%

Achieved (between
10%-25% of target)

Not achieved (below
25% of target)

Not measured
or measurable

3. Indicators of achievement for the expected accomplishments (or outcomes) are generally based on
quantitative and/or qualitative performance measures, while output performance is measured for themost part in binary terms (i.e. as having been achieved, partially achieved or not achieved).
4. A degree of caution is in order when interpreting the assessment results, however. While the traffic
light ratings provide parameters for performance assessment, qualitative measures for someindicators and multiple indicators for accomplishments adds a degree of subjectivity to the overall
assessment rating per accomplishment in a number of cases. For example, under a given
accomplishment area, the measures of two indicators of achievement could have been surpassed or
met within 10 per cent of target, yet performance in relation to a third performance indicator may nothave been achieved. Depending on the relative importance of the indicators, managers may haveassigned different traffic light ratings for the accomplishment. Particular attention should thus be paid
to the assessment narratives of each rating.
5. 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 2014-2015 programme budget) and/or linked to projects for which funding was
secured in 2012-2013 and will carry over to the 2014-2015 biennium (fund balances from the 20122013 biennium amount to $12.117 million).
1

Information on fund balances at the beginning of the biennium, funds mobilized, expenditures and carry-over is notapplicable to functional and support service divisions, including the Office of the Executive Director and the Planning,
Performance and Results Section). 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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5Summary of achievements
6. The Institute planned to achieve 89 accomplishments for the 2012-2013 biennium, as recorded in therevised programme budget. As shown below, 67 accomplishments (or 73 per cent) were recorded aseither having been surpassed or met within 10 percent of planned targets, 15 (or 18 per cent) partiallyachieved and 3 (or 4 per cent) not achieved. Four expected accomplishments (or 5 per cent) wererecorded as not measured or measurable. Seventeen unplanned results were also recorded.
Table 2Chart 1: 2012-2013 Accomplishments

Performance against expected accomplishments

67

15

3

N NM

Total

4

89

4%
5%

Green
18%

Yellow
Red
73%

NM

7. Annex I provides a breakdown of accomplishment ratings for each of the Institute’s divisions. The
nature of accomplishments varies considerably. In addition to results aimed at external results (e.g.
strengthened individual and institutional capacities of beneficiaries in the major thematic areas of theInstitute’s programming), a number of accomplishments reflects in-ward looking outcomes, such as
the maintenance of sound financial statements, enhanced accountability for delivering results, orincreased diversification of communication materials.
Unintended accomplishments
8. Divisions reported a total of 17 unintended accomplishments (unplanned and therefore not included in
the revised 2010-2012 programme budget). Unintended accomplishments were both outward- andinward-looking and include, for example, enhanced visibility of UNITAR, strengthened knowledge on
monitoring and evaluation of government aide officers from the United Arab Emirates, or fosteredregional and international experience in the areas of environmental governance and climate change.
Leading output – beneficiaries
9. UNITAR provided training and related outreach services to 50,723 beneficiaries during the 2012-2013
biennium, representing the second consecutive two-year budget cycle in which the 50,000 benchmark
was met. As shown in chart 2 below, the number of beneficiaries from training- and conferencerelated events organized by UNITAR increased during the biennium, from 10,526 to 10,964 (4 per cent)and from 10,054 to 12,146 (21 per cent), respectively. The total number of beneficiaries, however,decreased from 27,272 to 23,451 (14 per cent) due to the sharp decline in the number of indirect
beneficiaries from events organized by other entities in which UNITAR provided inputs. This shift is

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6reflective of the emphasis that UNITAR is placing on delivering events for direct beneficiaries either
solely or in partnership with other organizations.
10. During the biennium, UNITAR delivered an increasing number of events, with 2013 marking an all-timehigh of 459 events. Seventy-seven per cent of UNITAR events are training-related, and 65 per cent of all
events are developed with specific learning objectives. Outreach events, such as conferences, public
lectures and side events, represent a smaller share at 17 per cent.

Chart 2: 2012-2013 Beneficiaries

Chart 3: 2012-2013 Events

60000

900
800
700
600
500
400
300
200
100
0

50000
40000

23451

30000
20000
10000
0

10964
10526

12146
10054

2012

341
6692

27272

459
347

388

303

40

72
74

2013

2012

11

2013

11. UNITAR delivered a total of 4,182 ‘event days’ over the course of the 2012-2013 biennium, 85 per centof which were related to learning outcomes (see charts 4 and 5, below). The breakdown both in termsof numbers and types of events varies widely across UNITAR divisions, as illustrated in Chart 6. The
Public Finance and Trade Programme (PFTP) for example, focuses solely on learning-related events,
whereas other programmes, such as the Chemicals and Waste Management Programme (CWM) has agreater focus on workshops and related events where learning is not the primarily process to measure.
Chart 4: 2012-2013 Event Days (Numbers)
4500
4000
3500
3000
2500
2000
1500
1000
500
0

Chart 2012
6: 2012-2013
2013

Chart 5: 2012-2013 Event Days (Proportion)

15%

Other

Learning
relatedLearning related

Other
85%

Biennium

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Chart 6: 2012-2013 Event Days by Division
900
800
700
600
500
Learning related

400

Other

300
200
100
0

12. As shown in Chart 7, below, the Institute’s emphasis on partnership building could not be more striking,with 16,562 (or 68 per cent) beneficiaries taking part in events implemented with partners in 2013, up
from 13,429 (or 47 per cent) in 2012. Partners have included organizations as diverse as other United
Nations agencies, regional organizations, national training institutes, foundations, universities, nongovernmental organizations and the private sector.
Chart 7: Beneficiary Breakdown (Partnership)

Chart 8: Beneficiary Breakdown (Geographic Region)

35000
30000
Africa

25000
16562

20000

3%

5%

11%

36%

Asia

15000
10000
5000

7359

Europe
13429

8241

341
6692

0

18%

Latin America
and Caribbean
27%

Middle East

North America
2012

2013

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8More than half from government

Chart 9: Beneficiaries by Affiliation

13. UNITAR serves a broad-based group of
constituencies, with more than 50 per cent of its
training-related beneficiaries coming from national,
state and local government; 21 per cent from nonstate sectors, including NGOs, academia and thebusinesses; and 7 per cent from other sectors.
Fifteen per cent of training-related beneficiaries
come from the United Nations and other regional
and international organizations.
14. As shown in Chart 8, more than one third ofbeneficiaries from training-related events camefrom African countries (36 per cent), followed by
Asian and Pacific (27 per cent), European (18 percent) and Latin American and Caribbean countries(11 per cent). Middle East and North America
accounted for 3 and 5 per cent of beneficiaries,
respectively. The overall female to male genderratio for the 2012-2013 biennium was 40-60.

National
governmentStategovernment
Local
government
UN system
7%
7%

47%

8%

UN system local
recruitment
Internationalorganization(non UN)
Regionalorganization

7%
1%
3%
1%
10%
4% 5%

NGO

Private sector

Academia

Chart 10: Beneficiaries (Delivery)
Other
1%

43%

15.
16.
56%
Face-to-facee-Learning
Blended43 per cent learning online
Online learning continues to represent an
important medium in which UNITAR delivers
its training. Over the 2012-2013 biennium,
UNITAR delivered 264 e-Learning courses toover 9,000 participants across the globe,
which represent close to 45 per cent of all
UNITAR learners. As a mode of delivery, eLearning accounts for nearly 50 per cent of alllearning-related events and 80 percent oftraining courses. The potential benefits ofblended forms of learning remain to beharnessed.

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915. The number of learning event participations,completions and certifications for the biennium
stands at 16,485, 14,740 and 12,503, respectively.
UNITAR currently enjoys high completion andcertification rates, with 90 per cent and 85 percent of participants completing and receiving
certificatesfromlearning-related
events,respectively. These rates vary, however,depending on the mode of delivery, withsomewhat lower rates recorded for e-Learning
courses (84 per cent and 85 per cent,respectively).

Chart 11: Learning Completions and Certifications
12000
10000
8000

9324
7920

6000
4000

7274
6281

2012
2013

16. UNITAR continues to monitor feedback from2000
beneficiaries with a view to assessing its training
services across four key indicators: job relevance,0
new information, intent to use and overall
usefulness. Of 548 learning events delivered to
16,485 participants during the 2012-2013
biennium, feedback from respondents continued
to reflect a high degree of appreciation with andvalue in UNITAR training services. Based on datacollected, respondents agreed or strongly agreed
that training was job relevant (88 per cent), that information was new to them (70 per cent), that it
was likely they would use the information (92 per cent) and that the event was considered to be
overall useful (94 per cent).
Chart 12: Beneficiary Feedback
Average 4-5 rating (agreeing-strongly
agreeing) on a 5 point scale
100
90
80
70
60
50
40
30
20
10
0

92

88

94

70
2012
2013
Biennium

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10Performance challenges and lessons to be learned
17. UNITAR divisions identified a number of performance challenges and lessons to be learned. Although
not exhaustive, performance challenges include factors related to the external and internal
environments in which UNITAR operates. These include primarily:
External

the delay, decrease or withdrawal of committed project funding from donors;
delays in project implementation for some country-driven projects funded through grant
arrangements;

Internalhuman resource-related factors (e.g. limited staffing and staff stability, and heavy reliance on
and frequent turn-over of gratis personnel such as interns, trainees and collaborators, with
continuous efforts required to identify and train such personnel);
administrative and finance-related (e.g. limited access to activity funds for the functional,
support service divisions, procurement rules limiting operational flexibility, the excessively
fragmented number of project accounts creating administrative and financial inefficiencies witha high volume of allotment transactions and other processing requirements);
additional roles and responsibilities placed on some divisions as the result of post vacancies
and/or the Institute assuming additional functions (e.g. procurement) with a view to further
increasing operational efficiency but without having the required number of staff to perform
such functions; andorganizational/cultural change-related factors (e.g. staff not adapting to new systems, guidelines
and approaches e.g. confirming key output results in the Events Management System, applying
quality assurance guidelines, or meeting deadlines to enable functional divisions to provide
required services on-time.

18. From the previous biennium, the Institute identified a number of lessons-learned, such as the need tofurther enhance managing-for-results practices. Programme planning factors were reviewed closely in
preparation of the 2012-2013 budget, which in a number of cases resulted in the identification of new
or reformulated expected accomplishments and outputs, better alignment between outputs andoutcomes, and the identification of more relevant, realistic and measurable indicators of achievement.
As the result of the present performance reporting exercise, Management has further revised its
approach to strategic planning and results-based planning for the 2014-2015 programme budget, andclosely aligned planned results under the difference programme divisions with the high level
programme results of the 2014-2017 Strategic Framework.

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ANNEX I
Compilation of
Programme Performance Reports

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OFFICE OF THE EXECUTIVE DIRECTOR

2012 - 2013 Programme Performance Report
Office of the Executive Director

Office of the Executive Director
2012 - 2013 PROGRAMME PERFORMANCE REPORT
1. Overall Assessment

2. Budget and Funding

Most planned results were achieved as demonstrated by the self assessment ratings below. The number of representational functions was notmeasured, although the target was likely not achieved given the regular monitoring and follow-up required during the budget cycle in connection
with the proposed consolitation of the United Nations research and training institutes.

EXPECTED ACCOMPLISHMENTS /OUTCOMES(a) Enhanced corporate leadership andmanagement with a view to promoting
the Institute’s strategic priorities

INDICATORS OF
ACHIEVEMENTTARGET(i) Percentage of key
80%
performance indicators
achieved within 80
percent of target

ACTUAL MID- REVISEDTERMTARGETACTUAL- END OFOUTPUTSBIENNIUM

64%

80%

n/a

(i) KPIs formulated
and monitored topromote theimplementation ofstrategic priorities

2.1 Programme budget (original)

1,450,050

2.2. Revised budget

1,188,450

2.3 Beginning balancen/a

2.4 Funds mobilized

n/a

2.5 Expenditues

n/a

2.6 Carry over 2014-15

n/a

TARGETACTUAL MID
TERM

REVISEDTARGETACTUAL FINAL

BinaryAchievedn/aAchieved

ASSESSMENT: The Institute's key performacne measures have been monitored regularly. Indicators related to beneficiary outreach, events, participant feedback, quality and amount of biennium budget have been equalled,
or exceeded values for 2012 in most cases.
(b) Strengthened implementation ofdecisions/ recommendations ofgovernance bodies and monitoring ofcorporate results(i) Percentage ofBoard of Trustees
recommendations
implemented within
specified timeline100%(ii) Percentage ofmanagement meetings
100%
in which corporate
results are discussed

100%

100%

n/a

n/a

100%

(i) Reports producedof Board of Trustees
and subsidiary bodysessions

BinaryAchievedn/aAchieved(ii) Reports produced
Binaryof regularmanagement meetings

Achievedn/aAchieved(iii) Internal policies
developed andeffectively monitored

Achievedn/aAchieved

100%
Binary2012 - 2013 Programme Performance Report
Office of the Executive Director

ASSESSMENT: All decisions/recommendations of the Board of Trustees directed at Management have been implemented within specified deadlines. This includes in particular the recommendation issued by the Board ofTrustees that Management reviews the cost recovery formula and propose a new formula for Board adoption; the recommendation that Management develops a strategy/presentation for marking the 50th anniversary of theInstitute; and that Management. All reporting requriements have been fulfilled in a timely manner, including the submission of the Report of the Secretary-General on UNITAR for the 2013 substantive session of the Economic
and Social Council. Key performance indicators and measures have also been presented and discussed at the regular sessions of the Board of Trustees.
(c) Managerial coordination with UN
system agencies and the Secretariat(ii) Number of
4
initiatives undertaken incoordination with UN
Secretariat, its
departments and UN
sister agencies

3

n/a

4

(i) Facilitation of highlevel meetings

BinaryAchievedn/aAchieved(ii) Assistanceprovided in response
Binaryto the requests fromthe Secretary-General

Achievedn/aAchieved

BinaryAchieved(iii) Initiate to explore
possible benefits ofthe proposed
consolidation of thelearning, knowledge
and reserach
capacities of the UN

Binary(iv) Post 2015 Member
States agreement
supported

ASSESSMENT: During the biennium from the fourth quarter of 2012, much work has been undertaken in relation to the proposed consolidation of the United Nations research and training institutes, in close consultation with
the Assistant Secretary-General for Change Implementation and the UNITAR BOT. No final agreement has yet been reached. Initiated new programme to support Member States decision making on Post 2015 Agenda, inpartnership with EOSG/DESA/UNDP + UNSSC.
(d) Representational function of the
Executive Director maintained

NM(i) Increased number of 300
UN and non UN-related
representations,
including contributions
to policy debates,
advisory boards andmanagement/coordinati
on meetings, as well aswith strategic partners

160

n/a

NM

(i) Agreements,
speeches, briefing
notes, minutes,
reports and otherdocuments produced

BinaryAchievedn/aAchieved

ASSESSMENT: During the biennium, the Executive Director made at least 300 (average 3 per week) representational contributions, including receiving and visiting delegations, visiting programme / donors missions,speaking at UN and Non-UN meetings, participating as a Board Member at UNU and UNSSC Ex Board, etc.
(e) Institute outreach maintained to thegeneral public

2012 - 2013 Programme Performance Report
Office of the Executive Director(e) Institute outreach maintained to thegeneral public(i) Number of events
open to the public

4(ii) Number ofparticipants in events
open to the public

3500

4

N/A

6

(i) Archives ofBinaryconferences, including
video archives,
speeches andconference reports
made available online

Achieved

N/A

Achieved

2356 for(ii) News articles and Binaryn/a4944
Achievedn/aAchieved
UNITARother media
events andproductions related to2588 for nonthe conferences
UNITAR
eventsASSESSMENT: ED hosted "Social Contract" debate, Rio+20, GLS - Carlos Slim,
Rheims Symposium, GLS Peacemaking, co-chaired a public conference on Transparency and Competitiveness Forum, Curitiba, Brazil and

UNITAR 50th Anniversary event.

2012 - 2013 Programme Performance Report
Monitoring and Evaluation Section / Planning, Performance and Results Section

Monitoring and Evaluation Section / Planning, Performance and Results Section2012 - 2013 PROGRAMME PERFORMANCE REPORT
1. Overall Assessment

2. Budget and Funding

The section has performed well over the biennium when taking into consideration the achievement of results, unintended accomplishments and performancechallenges. In terms of the section's expected accomplishments and outputs, overall performance has been mixed, with achievements in the following outcome
areas: 1) strengthening the self-evaluation function, 2) improving accountability in achievement results and 3) increasing efficiencies in reporting beneficiaries.
Performance targets were not met, however, in the following two accomplishment areas: strengthening the independent evaluation function and effective
knolwedge managment and organizational learning. Over the course of the biennium, a number of unintended accomplishments were achieved, some as theresult of additional tasks being assigned to the section. As a reflection of this, in October 2013, the section was renamed as the Planning, Performance andResults Section to capture a number of wide-raning functions, which include in addition to M&E corporate reporting, performance measurement and quality
assurance. The most significant performance challenges relate to the small size of the section in terms of human resources, limited and unpredictible financial
resources to implement activities (e.g. independent evaluations) and the management of additional tasksto the section (e.g. procurement) and assignment ofspecial projects (e.g. external review of staff learning and development function of FAO and contributions to HO programming inthe United Arab Emirates tostrengthen knowledge of UAE foreign aid officers).

2.1 Programme budget (original)

604,200

2.2. Revised budget

581,570

EXPECTED ACCOMPLISHMENTS /OUTCOMES

2.3 Beginning balancen/a

2.4 Funds mobilized

n/a

2.5 Expenditues

n/a

2.6 Carry over 2014-2015

n/a

ACTUAL MID TERM

INDICATORS OF ACHIEVEMENTTARGET

Percentage of learning-related activitiy
events in which intermediate (learning)
outcomes are assessed and/evaluated80%

Percentage of other (non learning outcome)projects in which an outcome evaluation isconducted

15%

ACTUAL MID- REVISEDTERMTARGETACTUAL- END OF
BIENNIUMOUTPUTSTARGET

Methodologicalguidance developedand support throughthe production of
templates,job aides,
guidance documents
and other tools

BinaryREVISEDTARGETACTUAL FINALn/a

Achieved(a) Strengthened self-evaluaton
function of the Instituten/a

90% TBC

n/a

Achieved

10% TBCASSESSMENT: The majority of evaluations are undertaken at UNITAR by the programmes responsible for activity and project design and delivery. Virtually all events association with learning outcomes include some form oflearning assessment, althoguh in most cases the assessment is limited to a before-after retrospective self-assessment of learning (this is particularly the case for face-to-face learning events). Most e-Learning courses include
some form of objective post-test, and a few include a criterion referenced test (CRT). While the wide-spread assessment of learning outcomes is a welcomed achievement, it will be important for the Institute to ensure that theappropriate tools and methods are used to assess learning, and that objective assessment are used to the extent possible to assess declarative knowledge, particularly for re-occuring events in which case an investment oftime resources could be justified to develop a bank of pre and post assessment questions. The number and range of non-learning outcome type projects vary considerably, and a small proportion of projects (10% TBC) includes
some form of summative outcome evaluation. While this outcome is rated as having been achieved, it is important to emphasize that the quality of narrative reports which report evaluation findings and conclusions varies
enormously and points to the need for the Institute to place more emphasis on the independent evaluation function. Efforts are also underway to provide support to UNOSAT to evaluate the usefulness of the delivery of satellite
imagery and analysis to beneficiaries.

2012 - 2013 Programme Performance Report
Monitoring and Evaluation Section / Planning, Performance and Results Section(b) Strengthened independent
evaluation functionof the Institute(i) Percentage of lessons learned emanating 15%
from independent evaluations

0

n/a

0

(i) Independent
10
reviews of programme
self-evaluations

5(ii) independent
project evaluations

1

4

n/a

10 - seeassessment

1

ASSESSMENT: One independent M&E exericse was conducted and finalized for the SAICM country project in the Democratic Republic of Korea, and a number of self-evaluation and other narrative reports were (informally)
reviewed. Although a mid-term performance exercise recognized the need to increase efforts to strengthen the independent M&E function in 2013, with a target of 10 reviews of self-evaluations and 4 independent project
evaluations for the biennium, limited funds and other tasks assigned to the section prevented achievements in this results area. Hoewever, the section did review independent self-evaluation reports from the following
programmes: EGP, HO, ILP, KSI, LDP, MDP, PFPT, PMCP, and UNOSAT. Limited capacities have prevented sending reviews in writing to programmes, however. It goes without question that the Institute needs to strengthen
the independent evaluation function. One meta evaluation of e-Learning is scheduled for 2014.
(c) Improved accountability forachieving results(i) Percentage of project documents
80%
having clearly established logicalframeworks or other results matrices withindicators of achievement(ii) Percentage of divisional units
reporting results

100%

N/A

100%

70% TBC

100%(i) Methodologicalguidance provided on
annual workplanning
Binaryand results-based
budgeting, results
based narratives of
2012-2013 budget
revision and proposed
programme budget for
2014-2015(ii) Programme
performancesyntheses(iii) Evaluation work
plan maintained

n/a

2

1

n/a

2

BinarySee assessment

n/a

See
assessment

ASSESSMENT: The Institute has made considerable strides in improving its accountability framework, as reflected in the overall perfomance rating for this outcome area. With view exceptions, project documents for all largescale undertakings have clearly established logical frameworks or other results matricies. Small-scale undertakings, such as one-off courses and workshops associated with learning outcomes, have learning objectives
specified. All divisions are reporting results, although the quality of the results reporting varies considerably. This is one indication that the Institute is still largely on a learning curve with regard to RBM. In this regard, however,
one challenge is that some donors or project partners may not necessarily assign the same degree of importance to reporting results which, in turn, compromises to some extent the rigor of the Institute. Another challenge isthat many programmes are relying on relatively junior staff and interns to compile the results and report on projects.

2012 - 2013 Programme Performance Report
Monitoring and Evaluation Section / Planning, Performance and Results Section(d) Effective knowledge management
and organizational learning(i) Number of lessons learned generated(ii) Percentage of manager respondents
confirming that lessons learned have been
applied to future programming

20

0

0

75%

NM

Synthesis report on
knolwedge andlessons learned
produced

1

0

n/a

0

Web-based tool
Binarydeveloped forvisulaizing lessons
learnedcase studies produced 4

Not achievedn/a

Not achieved

0

n/a

0

Knowledge fairorganized to expose
staff to lessonslearned

Not achievedn/a

Not achieved

BinaryASSESSMENT: Progress on the developing the learning function of evaluation has been slow, principally due to challenges in getting managers to comply with M&E Policy Framework requirements (reporting in particular),share results of evaluations, and draw lessons to be learned that could be potentially applied to other programming areas. Emphasis is being placed on the learning function in 2014, with a learning forum scheduled to beorganized in the second or third quarter.
(e) Increased efficiency in reporting
capacities of Institute beneficiaries(i) Percentage of programmes reporting
beneficiary outputs on a country-by-country
basis with gender, functional affiliation anddevelopment status breakdowns
1

100%

n/a

100%

Methodologicalguidance provided to
ICTSS on integrated
search facility forevents andbeneficiaries
Quarterly reports on

BinaryAchievedn/aAchieved

corporate key
performance indicatorsand strategic planning Binary
submitted timely to
EDO

Achievedn/aAchieved

ASSESSMENT: The 2012-2013 biennium was the first in which all UNITAR events and beneficiaries (with the exception of other beneficiaries) were reported using the events management system (EMS). The EMS has
increased reporting accuracy and efficiences, and has the potential to report near real-time information on the Institute's outreach. While all programmes report beneficiary output on country-by-country, affiliation anddevelopment status basis, the end of 2013 reporting exercise uncovered a number of on-line and off-line challenges. Steps have been taken in late 2013 and early 2014 to address the challenges, including simplifying
beneficiary upload processes and providing additional methodological guidance to CITSS and UNITAR staff more generally on uploading beneficiaries. As a result of these steps, 2014 reporting is expected to be improved.

2012 - 2013 Programme Performance Report
Monitoring and Evaluation Section / Planning, Performance and Results Section

UNINTENDED ACCOMPLISHMENTS(a) Strengthened knowledge ofmonitoring and evaluation of UAE
foreign aid officials (in cooperation
with Hiroshima Office)(b) Strengthened monitoring andcompliance of financial agreements

26 foreign aid officers
trained on M&E
Not targeted

Guidelines developed
for SPG agreements
SPG training tool
developed

24

24

BinaryAchieved

BinaryAchieved

Not specified

93 of 96

Financial agreements
reviewed and cleared

ASSESSMENT: Developed guidelines for the acceptance of voluntary contributions (grants-in) and a tool to track SPG agreements and financial and narrative reporting requirements. An online tool now exists with close to 200
grants-in agreements recorded, and the section has reviewed close to 100 grants-in agreements in 2013 within established deadlines.
(c) Review and clearance of all non
financial partnership agreements

Not specified

12

Reviews of self
assessments

Not specified

3

Recommendations

Not specified

26

Partnershipagreements reviewed
and cleared

ASSESSMENT: In accordance with the section's extended mandate, reviewed and cleared all non financial partnership agreements since August 2012.
(d) Strengthend quality of training
products and services

ASSESSMENT: The section manager assumed charimanship of the Quality Assurance Commitee in July 2012 and oversaw the application of and revision to the Quality Assurance Framework for learning-related events, aswell as 6 reviews of programme self-assessments and the issuance of some 30 recommendations for quality improvement. Three reviews were undertaken with the section's resources, which produced 26 recommendations torelevant programme managers for quality improvement.

2012 - 2013 Programme Performance Report
Monitoring and Evaluation Section / Planning, Performance and Results Section(e) Recommendations forstrengthening the staff learning anddevelopment function of the FAO

Review submitted onstaff learning anddevelopment function

BinaryAchieved

Achieved

Recommendations

Not specified

14

14

ASSESSMENT: Review submitted to the Office of the Director General of the FAO with 14 recommendations for strengthening the staff learning and development function, following the request from the Executive Director.
(e) Emproved alignment between
strategic framework and results-based
programme budget

Coordination of 2014- Binary2017 Strategic
Framework Process

Achieved

BinaryAchieved

Results-based
Programme Budget
reviewed and compiled

ASSESSMENT: Closely related to expected accomplishment (c) "Improved accountability in achieving results", the section coordinated the preparation of the 2014-2017 Strategic Framework and the results components of the
2014-2015 Programme Budget, which involved re-thinking the presentation of programmatic and functional objectives.
Performance Challenges and Lessons to be Learned: The small size of the section, limited and unpredictable funding and additional tasks added to the section's terms and other (including additional) corporate assignments(reporting, such as ECOSOC) have presented challenges to meet planned performance targets. In addition to continuing responsibilities of the section's manager who services the Board of Trustees (a task which has
consumed more time during the 2012-2013 biennium than in previous biennia given the need for additional Board consultations in connection with the proposed consolidation exercise), other tasks assigned to the section
manager such as procurement (from October 2012 to August 2013) and clearance of all financial and non financial partnership agreements as of 2013 have added additional workloads and mitigated achievement of planned
outcomes, particularly in the area of independent evaluation and knowledge management. It should be emphasized that the section's mandate was formally broadened in October 2013 to include the support and advisory role to
the Office of the Executive Director on overall strategic issues, priorities and policies in the areas of programme planning, implementation, monitoring and evaluation and reporting, as well as in results-based management andquality assurance, more generally. The section currently has the smallest budget of all UNITAR support units. Existing human resources are not sufficient to cover all areas thoroughly, and the section will hopefully retain ajunior professional officer as of January 2015. It has been difficult to find suitable interns or other gratis personnel given the knowledge and skills required to perform work under the section's remit. Another performancechallenge of the section is related to the reliance on interns and other grattis personnel with relatively (high turn over rates) by other programmes in drafting e.g. financial and non financial agreements and performing selfevaluation undertakings. This necessarily requires additioanl time of the section manager to review and revises their work.

SUPPORT SERVICES DEPARTMENT

2012 – 2013 Programme Performance Report
Administration and Finance Section

Administration and Finance Section

Surpassed or within 10% of target

Between 10%-25% of target

1. Overall assessment
The section achieved its expected results for 2012-2013. Budgetary and financial transactions were processed
accurately and timely. The Institute received a positive audit report on its financial statements for 2012. As of mid-2013
the Section took over significant share of services provided externally – specifically issuance of allotments to assurebudget control and reconciliation of bank account dedicated to e-learning related receipts. As of mid-2013 the section
was split into the Finanance and Budget Section and Administration and Procurement Section. While the institute hasappetite to take in more services currently provided by external parties, the staff resources available to accommodate
this trend will need to be associated with increased activity level in-house.
3. 1 Expected Accomplishments

2. Budget and funding

Below 25% of meeting target

2.1 Programme budget (Original)
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized

1,835,300
n/a
n/a
n/a

2.5 Expenditures

n/a

2.6 Carry over 2014-2015

n/a

Recurrent(a): Sound financial statements and financial records maintained

Carry over from 2010-2011: Yes / No

Indicator(s) of achievement

Performance
TargetActualUnqualified audit opinion of the Board of Auditors on financial statements

Unqualifed audit
reportUnqualified audit
pendingn/aUnqualified audit
report

4

5

n/a

3

n/a

Achieved

Number of recommendations on other financial matters

Revised target

ActualOutputsi. Financial statements and related documents prepared for the Institute

BinaryBinaryn/aii. Biennium budget and related financial revisions prepared
Achieved
Assessment: The audit of the 2012-2013 financial statements was completed with positive auditors’ report. The Section continues with implementation of auditor’s recommendations.

Recurrent(b): Sustained quality of service delivery

Carry over from 2010-2011: Yes / No

Indicator of achievement:

Performance
TargetActualRevised

Percentage rating on client satisfaction

75%

n/a

n/a

ActualPending survey
results

Outputsi. Financial statements and related documents prepared for the Institute

Binaryn/aAchieved2012 – 2013 Programme Performance Report
Administration and Finance Section

Binaryn/aii. Provision of administrative and financial services to programmes
Achieved
Assessment: The client stasifaction survey is being conducted in early 2014. The financial statements were prepared in a timely manner. The section has continuesly provided timely and accurate
administrative and financial services to the programmes.
Recurrent(c): Strengthened financial autonomy

Carry over from 2010-2011: No

Indicator of achievement:

Performance
TargetActualRevised target

ActualPercentage of new financial functions performed by the section

100%

100%

n/a

100%

Outputs

16
0n/a
3
i. 16 new budgetary, payment and accounting services performed
Assessment: AFS is reconciling and maininting the UNITAR dedicated bank account for recording fees from the e-Learning training participants. 100% of functions delegated to
UNITAR related to this dedicated bank account are perfomed in-house.
AFS took over in mid-2013 the processing of allotments and extensions of staff post – the function in the past fully provided by UNOG.
The Section is reviewing other externally provided services for their future provision internally.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over from 2010-2012: Yes/No

Accomplishment: Reduction of externally provided service costs.
Performance
Indictor(s) of achievement:
Annual savings from taking over externally provided support services.

TargetActual (midterm)

Revised target

Actual$270,000$0$270,000$237,000

Assessment: AFS has achieved a significant reduction of $237,000 service costs from taking over full operation of budgetary control – allotment processing and extension of staff
posts. While this cost reduction is an important gain to UNITAR, it also has considerably increased volume of transactions to be processed internally with the same staff resources
level.
4. Performance Challenges and Lessons to be Learned
The section continues to phase limited human resources capacity which is posing challenge to deliver expected deliverables and to achieve performance targets. The nature of thework of the section provides limited opportunity to rely on other personnel types. With the drive to takeover performing additional functions currently provided by UNOG, thechallenge will continue to cope with the volume and quality of provided services, if the level of resources does not grow along with the increase of services taken over.

2012 – 2013 Programme Performance Report
Human Resources Section

Human Resources Section

Surpassed or within 10% of target

1. Overall assessment
All expected accomplishments and outputs for which resources were available have been achieved. Training waschallenging because of the lack of funds.

Between 10%-25% of target

Below 25% of meeting target

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

1,059,000
879,000n/an/a

2.5 Expenditures
2.6 Carry over 2012-13 (expected)

n/a
n/a

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

Carry over from 2010-2011: Yes

Indicator(s) of achievement
Posts classified within one week after submission each time when a request is madePerformance
TargetAll posts classified
within 1 week
after submission

ActualRevised target

ActualBinary – seeassessmentn/a

Binary - seeassessment

Outputs
BinarySee assessmentn/a
See assessment
Classification advices issued for each classified post
Assessment: One post was classified in 2013 (P4, Finance & Budget Officer). Classification advices were issued and transmitted to PPBS for the budgetary creation of the posts.
i.

Recurrent(b): Improved staff administration, including policy

Carry over from 2010-2011: Yes

Indicator of achievement:
Proper contract management

Improved communication of policies, rules and procedures

Performance
TargetActualRevisedActualStaff contracts
processed andissued at least two
weeks before
expiration date
Policies and rules
available to staff
for consultation

Few exceptions
due to latesubmission by
Managers

n/aBinary-see
assessment

Binary-see
assessmentn/a

Binary-see
assessment

BinaryAchievedn/aAchieved

Outputsi. Human Resources Manual Available on line2012 – 2013 Programme Performance Report
Human Resources Section
Assessment: Generally most contacts were processed and issued two weeks before expiration; however, on occasion, due to circumstances beyond HRS control, some contracts
may have been issued outside this period (e.g. Managers on mission, sick leave)
Recurrent(c): Staff participation in learning and career development maintained

Carry over from 2010-2011: No

Indicator of achievement:

Performance
TargetActualRevised target

ActualRatio of learning and career development courses per staff

1:1

1:1

n/a

1:1

Outputs

i. Training delivered to staff on e-learning/course design, managing emotions at work, conflict
resolution, supervisory skills, leadership, project management, knowledge management mostly
through external courses and free on-line courses or internal individual coaching with a view to
use minimum financial resources
BinarySee assessmentn/a
See assessment
Assessment: Target was met (Innovative Collaboration for Development, Moodle Hands-on Training, short session training on PER, individual courses). Nevertheless in 2013 there
was no training budget available and only individual courses and in house courses were developed and delivered.
Recurrent
Carry over from 2010-2011:(d): Usefulness of internship and traineeship to career development
Performance
Indicator of achievement:
Percentage of interns and trainees completing assignments who agree or strongly agree thatinternship/traineeship was useful to career development
Outputs
i: Traineeship and internship contracts processed and issued
Assessment: Target met.

TargetActual (midterm)

Revised target

Actual

75%

73.2%

n/a

81.5%

BinaryAchieved

BinaryAchieved

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over from 2010-2012: n/a

Accomplishment:
Performance
Indictor(s) of achievement: There were no unintended accomplishments.

TargetAssessment: n/a

Actual (midterm)

Revised target

Actual2012 – 2013 Programme Performance Report
Human Resources Section

4. Performance Challenges and Lessons to be Learned

Performance challenges were linked to committed funding not materializing. Some of the outputs such as issuance contracts at least two weeks before theexpiration date depend on Programmes submission which is somehow challenging. Better planning at the Programmes level would result in better planning andmore harmonized workload in the HR Section.

2012 - 2013 Programme Performance Report
Communication and Information Technology Support Section

Communication and Information Technology Support Section2012 - 2013 PROGRAMME PERFORMANCE REPORT
2. Budget and Funding

1. Overall Assessment

The Section achieved all expected accomplishments except for the website renewal, which had been removed from the expected output due to the financial constraints. The
EMS functionalities were significantly improved during the biennium, which now allow project managers to mange events and participants efficiently, and track the statistics at
any given time. The security of the IT infrastructure was enhanced with the acquisition of the PCI DSS security certificate and the stability of the infrastructure was maintained. 2.1 Programme budget (original)
Ninety per cent (90%) of all IT enquiries were responded to within 24 hours and the number of FAQ on the IT issues was increased. Frequent IT training was given, as well asa weekly brown-bag lunch on IT matters was organized to help staff members solve their IT problems. In terms of Communications, the social media was used more actively
and effectively than years before, which involved all programmes to promote their activities, and resulted in significant increase in the number of followers and UNITAR's
online presence . Quarterly newsletters as well as frequent email course announcement were sent out to more than 800,000 email addresses over the course of 2 years. All 2.2. Revised budgetof online communication efforts drove traffic to our website.
The Section achieved a number of unintended outputs both in IT and Communications: 1) The management of the Virtual Learning Platform (the online platform for all
2.3 Beginning balance
UNITAR e-Learning courses) was transferred from KSI to CITSS in the beginning of 2013 without any increase in budget nor human resources. The Section managed tomigrate the platform from the older version to the latest version without any downtime and much less cost than previously planned. As a result, the users and the local
administrators of e-Learning courses had no disruption in operation of the platform during the migration and the Institute saved $15,000 in the cost of migration. 2) The 50th
2.4 Funds mobilized
anniversary event was organized in November 2013, which was not in the original plan of the Section, thus no budget was allocated. The Section not only managed the event
smoothly, which involved VIPs such as 2 Prime Ministers and Permanent Representatives and Ambassadors, but also raised funds to cover the cocktail reception. 3) The
corporate brochure and the corporate video were also produced by the Section. These products help programmes communicate better with their partners and beneficiaries. In
2.5 Expenditures
addition, the Section concluded an agreement with one of the top interpretation and translation schools in the United States to have translation interns to work on different
translation assignments. As a result, the website corporate information was translated into 2 more languages (French and Spanish) and many other communication andprogramme materials were translated into various languages.
The fact that the Section does not have a full-time personnel for communications work, which obliges the Section to work with short-term interns, trainees and collaborators, isa continuous challenge, as these types of personnel require hiring, training, guidance and constant supervision. Furthermore, given that the programmes have their own
communication budget within their projects budget, the quality of communication products varies from one programme to another depending on their budget. It is a challenge
for the Section to ensure coherence and quality products without having a dedicated graphic designer who could produce all communication materials for the entire Institute.
2.6 Carry over to 2014-15
EXPECTED ACCOMPLISHMENTS /OUTCOMES

INDICATORS OF ACHIEVEMENTTARGETACTUAL MIDTERMREVISED TARGETACTUAL- END OFRBB OUTPUTSBIENNIUMTARGETACTUAL MID REVISEDTERMTARGET

1,086,295

1,057,517

n/a

n/a

n/a

n/a
ACTUAL FINAL(A) Increased precision in reporting
capacities of Institute beneficiaries

Percentage of programmes
reporting beneficiary outputs ona country-by-country basis with 100%
gender, functional affiliation anddevelopment status breakdowns

A1 - Project
manager’s dashboard,
invoice dashboard andstatistics dashboard
available on the EMS

100%

Due to the
New website
financiallaunched, EMS
constraints,
functionalities
website wascompleted
not renewed

Participants
upload facility
available andfully functional,
all programmes
report submit
data on EMS

A2 - (ii) Participants
upload facility
available and fully
functional

Average number of quarterly
newsletter circulations.

25'618

Indicator ofachievement modified
to “Total number ofquarterly
newsletter/courseannouncement
distributions; 700,000

819'886

A2 - Number ofquarterly e-newslettersand frequent courseannouncements via
email

all dashboardson the EMS areavailable andfunctional

10

19

37

2012 - 2013 Programme Performance Report
Communication and Information Technology Support Section

ASSESSMENT: Due to the financial constraints, planned website renewal was cancelled therefore the indicators of achievement were removed as it is becoming difficult to increase the number of visitors and page views with theexisting website. EMS functionalities were significantly enhanced with the project manager's dashboard, invoice dashboard and statistics dashboard all developed and fully functional, which improved the management of the data.
Newsletters and the course announcements using the online marketing service was well received by programmes, and the number of these announcements and distributions exceeded the target.
(B) Enhanced security and maintained
stability of IT infrastructure

Decrease in web and email
server downtime

Percentage of OS and software
applications upgraded to thelatest version

Web server: 10
Web server: 3 hrs; minutes in
Webserver: 24 hrs
email server: 0
November 2012; email server: 0
email: 0

Webserver: 40
minemail server: 0

Windows 7 OS: 60
per cent,
MS Office: 100 per
cent

Windows 7 OS:
95 per cent
MS Office: 100
per cent licenceused (60licenses),
however 40 per
cent is not
upgraded due tolack of licencing(funds)Windows 7 OS: Windows 7 OS: 60
30 per cent;per cent
MS Office: 60 per MS Office: 60 per
cent
cent

B1 - All IT services
compliant with theindustry standard, andcovered by Service
Level Agreement(SLA), In addition to
the existing SLA, thePCI DSS complianceis required by
Saferpay

B2 - Windows
Operating System andOffice software
application upgradedto the latest version

100%

100%

Windows 7
Windows 7 OS:
OS: 30 per
60 per cent,cent;
MS Office: 100
MS Office:per cent
60 per cent

100% of100 per cent ofexisting SLA +existing SLA +PCI DSSPCI DSS security
securitycertificate
certificate

Windows 7 OS:
95 per cent
MS Office: 100
per cent
licence used
(60 licenses),
however 40 per
cent is not
upgraded due
to lack oflicencing(funds)ASSESSMENT: 40 min web server downtime is due to updating the statistics dashboard and needed to restart the server during the demonstration due to heavy workload. The target on upgrading hardware/software revised due tolimited availability of funds, and only selected hardware could be upgraded. Existing service level agreements (SLAs) were maintained with current vendors. Although PCI DSS security certificate was actually not required on the
UNITAR website, we have passed the requirements and acquired the certificate. Windows OS was upgraded to Windows 7 except for a few PCs (5%) which are allocated to interns. MS Office license was fully consumed to upgrade
the Office software to version 2010. However, due to lack of funds, license for about 40 % of all PCs have not been bought. Therefore, those computers are still running Office 2007.
(c) Improved help-desk quality ofservice

Percentage of IT
enquiries/problems responded to70%
and resolved within 24 hours(business days)

90%

90%

C1 - FAQ on IT issues
developed and madeavailable

50

56

56

Number of FAQ on IT mattersdeveloped and available for all
staff/collaborators

56

56

C2 - Regular staff
training on IT issues
provided

12

18

40

50

ASSESSMENT: Some IT problems require assistance from external developers, therefore these inquiries could not be solved within 24 hours. Frequent training especially on the EMS was given due to the fact that a number of new
functionalities were introduced. In addition to these training sessions, brown bag lunches on every Friday and individual coaching sessions were also organized to ensure individual attention to local administrators.

2012 - 2013 Programme Performance Report
Communication and Information Technology Support Section(D) Increased diversification ofcommunication materials

Percentage of Institute andprogramme level information
available in at least 2 working
languages

Percentage of harmonizedcommunication materials at
programme and corporate-widelevelsInstitute (FrenchInstitute (Frenchand Spanish). 100 and Spanish):per cent;
100 per cent,programmes
Programmes(French and(French andSpanish) 100 per Spanish):cent; website (2Website (2working languages) working
100%
languages): 70%

100%

Institute (French andSpanish): 100 per
cent,
Programmes (Frenchand Spanish): 65 per
cent
Website (2 working
languages): 70 %75 % (9 out of 13) 90%

Institute (Frenchand Spanish):
100 per cent,
Programmes
D1 - Programme(French andbrochure for all
Spanish): 65 per programmes
centdeveloped
Website (2working
languages): 70 %77 % (10 out of
14)

12 programme 9
brochuresprogrammes

9 programmes

D2 -All factsheetstranslated into Frenchand Spanish

Institutional
level, unit level
and theprogrammefactsheets aretranslated into
French andSpanishInstitutional
level and allunit levelfactsheetsaretranslated
into Frenchand Spanish

Institutional
level and allunit levelfactsheets aretranslated into
French andSpanishD3 - Corporate level
information isavailable in Frenchand Spanish on the
UNITAR website"About Us"
sectionavailable inFrench andSpanish on thewebsite"About Us"
sectionavailable inFrench andSpanish on
the website"About Us"
sectionavailable inFrench andSpanish on thewebsiteASSESSMENT: Since it is up to the programmes to decide to develop and to allot budget for their programme brochure, it is difficult for the CITSS to meet the target if the programmes decide not to develop. The translation of these
documents also depends on the availability of the translation interns or availability of funds for translation by programmes. These indicators might not have been suitable to measure the achievements of the Section, as someelements are dependent on programmes' budget and planning.
UNINTENDED ACCOMPLISHMENTS: The Section has achieved the following unintended outputs during the biennium:
IT - Virtual Learning Platform (Moodle) upgraded to the latest version without any downtime, with much less cost than previously planned. Previous plan was to have a 2-month shut-down of the Platform, which would have asignificant negative impact on programmes' business depending on the income from the e-Learning courses. The migration cost was previously estimated for almost $45,000. After taking over the management of the Platform from
KSI, the Section managed the upgrade with no downtime of both old and new Platforms, with only $30,000 cost. Considering the fact that this was not included in the original work plan of the Section, this is a major unintended
achievement.
In addition to the Moodle upgrade, IT part of the Section provided a new mailing list services tool and a training on the tool for programmes to send out their course announcements, and managed the mobile devise service provider
migration to cut down cost of mobile communication. These outputs greatly contributed to the cost effectiveness of IT services and products, and staff efficiency.
Communication - a high-level event was organized to start the celebration of the Institute's 50th anniversary in November 2013. The event involved 2 Prime Ministers (Algeria and Jamaica) and numerous high-level personalities
including Permanent Representatives and Ambassadors. The Section was responsible for the organization of the event from invitations, logistics, programmes, speakers, protocol, security, communication, to creating a video to beshown at the event, which involved many different stakeholders and complex coordination. The Section not only ran the event smoothly, it also managed to raise funds for the reception.
The Section produced the UNITAR corporate brochure and a corporate video to help programmes communicate better with their audiences. The Section also introduced an internal social media tool, Yammer, and created
Guidelines. The social media was actively utilized by the Section, which increased the online presence and outreach. Each programme had a week-long promotion to highlight their activities and engage with potential beneficiaries.
The results of those promotional weeks were presented to the communication working group.
Other - The Section concluded an agreement with one of the top interpretation and translation schools in the United States to have translation interns wok on different assignments. During the biennium, 10 interns worked on 23
documents and webpages in 5 different languages, which greatly helped programmes and the Institute as a whole to reach out to or serve our beneficiaries in those languages.

2012 - 2013 Programme Performance Report
Communication and Information Technology Support Section

PERFORMANCE CHALLENGES AND LESSONS-LEARNED: Due to financial constraints, some planned activities were delayed, such as upgrading the MS Office and replacement of hardware. One major activity (management
and upgrade of Moodle platform) was given to the Section in Mid-term, which had not been included in the work plan at the beginning of the biennium. Since the resources were not increased to manage this task, the Section had todeal with this important task within the existing and limited resources, which was a significant challenge. Although the Section has only 2 staff members, considering the number and the quality of unintended accomplishments, theSection has been successful in utilizing human resources available at no cost to UNITAR.
However, not having a stable workforce is always a challenge, especially in communications part of the Section, to manage the workload with short-term interns, trainees and collaborators as they require training, guidance andconstant supervision. The fact that the programmes have their own communications budget implies that the quality of communication products produced by each programme varies. Some programmes have budget to hire
professional designer, while they try producing in-house, therefore ensuring coherence and high-quality products by all programmes is another challenge for the Section. This could be solved by having one graphic designer within
the CITSS who would produce all communication materials.

2012 - 2013 Programme Performance Report
Hiroshima Office

HIROSHIMA OFFICE
2012 - 2013 PROGRAMME PERFORMANCE REPORT
Overall Assessment

Budget and funding

The Office overall achieved its intended results for the biennium. The main annual programmes (UNITAR Fellowship for Afghanistan and World Heritage Sites
series) continued into their ninth and tenth year. In addition, some new programmes were initiated such as training for civil servants from the United Arab
2.1 Programme budget (original)
Emirates (UAE) and Iraq, and increased training for Afghan civil servants. This involved new project partners (Ministry of Foreign Affairs UAE, Ministry of Oil Iraq,
Ministry of Commerce and Industries Afghanistan, Ministry of Economy Afghanistan, OXUS Group, and UNDP Afghanistan); new donors (MOFA UAE, Ministry of 2.2. Revised budget
Oil Iraq, UNDP Afghanistan, and OXUS Group); and a new co-financing arrangement with JICA. Some activities from the previous biennium were intentionallyreduced, including Sea and Human Security and diplomatic training, but could be revisited in the 2014-15 biennium. The overall number of beneficiaries was
2.3 Beginning balance
2,890.

3,188,591
2,709,237
131,932

2.4 Funds mobilized

2,937,879

2.5 Expenditures

2,452,411

2.6 Carry over to 2014-2015
PERFORMANCE MEASURESEXPECTED ACCOMPLISHMENTS /OUTCOMES(a) Increased capacity to further
develop the human resource abilities
of mid-senior level Afghan public
servants.

INDICATORS OF
ACHIEVEMENTTARGETACTUAL MIDVARTERM(i) Increased number Fellow to
Fellow toof alumni progressing ACTRA:ACTRA: 0
to the roles of Coach, 120 Fellow- FellowMentor, andCoach 10 Coach 10
ultimately Resource CoachCoach-APR
PersonMentor 5
4 ARPMentor-RP Mentor 12(ii) Increased number 42/100
of promotions for
Fellows

17/59

617,399

PERFORMANCE MEASURESREVISEDTARGETACTUAL- END
OF BIENNIUM

Fellow to
Coach: 18
Coach to
ARP: 5
ARP toMentor: 2

Fellow to
Coach: 20
Coach to ARP:10
ARP to Mentor:
2

0

n/a

RBB OUTPUTSVAR(i) Training andcoaching to Afghan
public servants

TARGETACTUAL MID
TERM

REVISEDTARGETACTUAL
FINAL

280

594

1'000

2'068

ASSESSMENT: Initial indicator (i) was inaccurate and has been revised. Indicator (ii) is not a useful indicator as measurements cannot be accurately made within the biennium.
RBB output (i) includes statistics for two training projects for Afghan civil servants that were unexpected at the start of 2013.

2012 - 2013 Programme Performance Report
Hiroshima Office(b) Enhanced human resource
knowledge and skills of senior level
Iraqi civil servants(i) Percentage ofbeneficiary
respondents
confirming to havemostly or fully met
learning objectives

70

n/a

90

Training delivered to 50
Iraqi government
participants

0

20

26

N/A

Training delivered to 100
stakeholders

170

190

170

45 accredited
diplomats

52 accredited
diplomats

ASSESSMENT: This could be followed up for a phase II in 2014-15.
(c) Relevance and scope in achieving
comprehensive approach to ocean
security developed through the
UNITAR Series on Sea and Human
Security (SHS)NM(i) Percentage of90
trained beneficiaries
agreeing or strongly
agreeing on
relevance and scopeof programme

n/a

85

ASSESSMENT: The 2012 event did not have learning objectives so no M&E was undertaken. No event was undertaken for 2013. A revision and revival of this series could be considered for 2014-15.
(e) Enhanced knowledge of membersof the diplomatic corps accredited toTokyo in the fields of communication,negotiation, diplomacy, andinternational priority issues(i) Percentage ofbeneficiaries
confirming to havemostly or fully met
learning objectives

90

100

n/a

100

Training delivered

120 accredited
diplomats

52 accredited
diplomats

ASSESSMENT: These events were not planned for 2013 so the RBB target was revised. They could be reconsidered for 2014-15, though they typically cost more than the income generated.

2012 - 2013 Programme Performance Report
Hiroshima Office(f) UNITAR outreach within the
Hiroshima community maintained(i) Number of70
participants from theHiroshima community
taking part in the
UNITAR Hiroshima
Public Sessions and
UNITAR Hiroshima
Lecture Series

N/A

1,185

1,104

Awareness raising to 1,200 participants
Hiroshima local
community

498
participants

1,000
participants

1,104
participants

ASSESSMENT: These events do not have learning objectives so no M&E was undertaken.
(g) Liaison role of the Hiroshima Officefurther developed(i) Increased number 30of officials/ delegations
from Hiroshima Cityand Hiroshima
Prefecture interactingwith Hiroshima Office40

42

Meetings with
Hiroshima City andHiroshima Prefecture
implemented on
regular basis

30

6

8

18

(ii) Increased number 50
of official engagements
in Tokyo to interact withJapanese governmentorganizations, foreign
Embassies and United
Nations entities

32

61

Official meetings inTokyo with Japanese
governmentorganizations

50

45 n/a51

n/a

9

ASSESSMENT:(h) Financial sustainability of theHiroshima Office maintained(i) Total amount ofdonor funding,including selfgenerated income
mobilized

3,428,000

1'460'319

2'792'703

2'928'397

Donor agreements
5negotiated and signed

4

ASSESSMENT: This includes agreements negotiated in 2013 with three new donors for five new projects.
UNINTENDED ACCOMPLISHMENTS(a) Strengthened knowledge on monitoring (i) Percentage ofand evaluation for UAE foreign aid officers beneficiary
respondents confirming
to have mostly or fully
met learning objectives

Training delivered to
UAE foreign aid
officials

n/a

24

ASSESSMENT:
Performance Challenges and Lessons to be learned: Strengthening existing partnerships and establishing new donors helped to broaden the Office's activities. However, administrative and political challenges at the country level (such as in
Afghanistan and Iraq) can significantly affect the ability to maintain agreed timelines for implementation and for some donors to provide funds as per signed LOAs. Building on the good reputation of the Office, further diversification and longer-termplanning phases, as well as longer-term projects, would help to ensure more reliable funding and contribute to more effective training.

24

2012 - 2013 Programme Performance Report
New York Office

NEW YORK OFFICE
2012 - 2013 PROGRAMME PERFORAMNCE REPORT

2. Budget and Funding

1. Overall Assessment

The NYO offers exciting possibilities for learning events, not only in terms of the historical offerings such as orientation to the General Assembly,
new delegates, etc, but also for new training which is of interest to the delegates. The paradox, however, is that the office must fund raise for
2.1 Programme budget (original)
sustainability and while delegates appreciate the courses, only high income countries need to pay a fee. This requires very high end
training/learning event for this to occur. Therefore, the office needs to be innovative in terms of fund raising. As pointed out below, funding andstaffing are priorities for the office which became more than a liaison office by the end of 2011. In this regard, NYO needs to reach out and obtain 2.2. Revised budget
funding from permanent missions and carry out projects, (while obtained in NY) but should be able to execut in the capitol. It can collaborate withother UNITAR programmes, but its funding expectations should permit extended outreach. This will enable the office to hire more staff and expand. 2.3 Beginning balance

1,423,389
1,338,986
139,187

2.4 Funds mobilized

879,037

2.5 Expenditures

902,716

2.6 Carry over to 2014-2015
EXPECTED ACCOMPLISHMENTS /OUTCOMES

INDICATORS OF
ACHIEVEMENTTARGETACTUAL MIDTERMREVISEDTARGETACTUAL- END OF
BIENNIUMRBB OUTPUTSTARGETACTUAL MID
TERM

115,508
REVISEDTARGETACTUALFINAL(A) Strengthened skills of diplomats tonegotiate effectively in the multilateralsystem% confirming having
met mostly or fully
learning objectives% of beneficiaries
who confirm
intending to use newskills

90%

98%

n/a

90

90%

A1 - Training
delivered to NY
based diplomats
andotherstakeholders

400

n/a

460 (for 20122013)95%

ASSESSMENT: During the 2012 - 2013, the funding for negotiations series, normally from Sweden MoFA with Olaf Palme Foundation, did not arrive until Nov. 2012. In this regard, NYO could not offer its
anticipated negotiation workshops, which would have been 12 with the Olaf Palme foundation, as well as other negotiation skill building trainings during the biennium .

(B) Enhanced knowledge on migration
policy amoung the international
community(B) Enhanced knowledge on migration
policy amoung the international
community

2012 - 2013 Programme Performance Report
New York Office% who confirm
having mostly or fully 85%
met objectives

85%

B1 - Training
delivered to NY
based diplomats
andotherstakeholders

85%

1,000

670

600

320

% of beneficiaries
who confirm
85%
83%
95%
intending to use newskillsASSESSMENT: The migration series was funded by the MacArthur Foundation, this funding ended in 2012 due to the fact that the foundation changed its policy on funding learning activities at the UN.] The
funding was directed toward immigration and boarder control policies.

(C) Enhanced knowledge of UN System
to ensure delegates effectively
participate in contemporary issues
discussed in principal organs of theUnited Nations% who confirm
having mostly or fully 90%
met objectives

90%

90%

% of beneficiaries
who confirm
95%
intending to use newskills

C1 - Training
delivered to NY
90% based dilplomats
and otherstakeholders

92%

90%

90%

1,400

520

1100

1000

ASSESSMENT: Within this area of courses include 2 orientation courses (annually) one for new delegates in the Spring, and one for delegates prior to the GA. These courses on the GA are very popular among

delegates. Unfortunately, no donor funds these general orientation courses. During this biennium other courses were offered, elections to the UN bodies, drafting resolutions, new Members of the SC as well as
new courses: a series on QCPR, (ECOSOC) briefings on First Committee, UN Reform(Fifth committee) and new workshops on democractic governance (ECOSOC, DPA.](D) Enhanced knowledge ofinternational law related fields,
Fellowship, as well as new course
offerings.
% who confirm
having mostly or fully 90%
met objectives% of beneficiaries
90%
who confirm
intending to use newskills

95%

90%

90%

95%

90%

90%

D1 - Fellowships
awarded at New
York University,
Columbia University
and Yale University
in 2012; specialized
training on legal
challenges anddevelopments

20 for
Fellowship/

40

16

20

176 for
specialized
training on
legal
challenges

2012 - 2013 Programme Performance Report
New York Office

ASSESSMENT:The Fellowship programme ended in 2012. This programme was a UNITAR NYO outreach programme but did not provide a source of funding or many beneficiaries. In 2012, UNITAR NYO

initiated new workshops on contemporary legal issues and challenges in international criminal law, piracy of the seas, transitional justice, genocide prevention and responsibility to protect.

(E) Enhanced knowledge and skills
strengthening regarding promotion
and implementation of international
legal underpinnings within the UN
system% who confirm
having mostly or fully 90%
met objectives

90%

90%

93%

D1 - Training
implemented to NY
based diplomats andother stakeholders
500% of beneficiaries who
confirm intending to use
93%
new skills

90%

88%

275

n/a

280

92%

ASSESSMENT: UNITAR NYO continued its offering of courses in treaty law, which it enhanced with one session addressing current treaty challenges and implementation goals such as Climate change, arms

trade treaty. This enhanced the funding possiblities of this course. This area also includes courses with OHCHR, WTO and WIPO. Also, included courses other courses with Office of Legal Affairs, in the
Division for Ocean Affairs and Law of the Sea. It is also elevating the status of the NYO with expertise in international law and providing additional source of revenue.

(F) Enhanced liaison function of theofficeNumber of official
meetings held withother UN entities

Number of conferencesin which UNITAR isrepresented

Number of trainings
implemented with PMs

30

15

n/a

42

20

5

4

4

5

17

20

25

F1 - Partnerships
and participation inprogrammes withUN departments
entities andspecialized agencies

F2 - Funding
possibilities throughcoordination efforts
including available
through ACABQ

n/a

42

n/a

ASSESSMENT: In 2012-2013, NYO carried out several workshops series with UN entities including ECOSOC, UNDP, DKPO, DPA, UNEP. In 2012-2013, NYO carried out workshops with diverse group of

Permanent Missions, including Australia, Azerbijan, Egypt, Estonia, Indonesia, Italy, Libya, New Zealand, Switzerland, USA, Observer Mission of African Union, Observer Mission of International IDEA.

25

2012 - 2013 Programme Performance Report
New York Office(G) Strengthened diversification of
office's funding structure
Number ofalternative funding
schemes identified
and implemented
Secured baseline
funding through
SPGs

10

5

NA

15

MoU/LoA
800,000

350'000

1,200,000

5

5

7

12

1'338'986

ASSESSMENT: While the number of activites anticipated increased in 2012, 2013 was particularly challenging.Agreements with donors, perhaps due to the proposed consolidation was down from 2012.

(H) Diversified delivery and training
methods

Number of e-course
developed

10

Number of
publications authoredby UNITAR NYO
4
Staff; [and DVDs]2

52
Stakeholders trained500
online

4

2

400

793

3

ASSESSMENT: The development of e learning courses were brand innovation for the NYO. The courses developed, however, were highly well received. One was on population for UNFPA, and one on Defense

Sector Reform. The latter was highly praised. In addition, NYO produced 3 DVDs, one on QCPR, one on DSR, one on Democratic Governance. These provide great outreach as they are distributed to thepermanent missions.

RESEARCH DEPARTMENT

2012 – 2013 Programme Performance Report
Knowledge Systems Innovation

Knowledge Systems Innovation

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 has accomplished all planned objectives and delivered in additional areas associated with strategic priority “Enhance thequality and diversity of products and services”. In particular, it has started delivering training courses, successfully launching and then
expanding a training activity on social media for development. The course has been delivered to over 400 beneficiaries withscholarship funding being secured for participants from ACP countries. The implementation of a new project on youth
entrepreneurship development in Algeria continues to progress in accordance with the governmental agenda. The main highlight isthe conclusion of a participatory needs assessment and the establishment of a competence framework, which has been validated by
the national authorities and will be used for the design of training activities that are responsive to specific national needs.

2.1 Programme budget (Original)
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized

548,400
531,530
51,889266,570

2.5 Expenditures

233,050

2.6 Carry over 2012-13 (expected)

85,4093. 1 Expected Accomplishments
Recurrent(a): Strengthened technology-enhanced learning capacity

Carry over from 2010-2011: Yes / No

Indicator(s) of achievement

Performance
TargetActualNumber of new functionalities available for use on the virtual learning environment

5 new tools
available in the
VLE

1 new tool
available(Database)75%

Session organized
to present
database tool –90% programmes
participated.

Percentage of trained e-learning focal points using new functionalities on VLE

Revised target

Actual2 new
2 new functionalities functionalities
available in the VLE
available: Databaseand SurveyMonkey
Percentage of
82% of e-Learning
programmes
focal points
delivering e-Learning indicated readinessready to use Moodle to use Moodle 2.5.
2.x

Outputs
5 new tools
available on VLE
i.

Research synthesized on certified plug ins for Moodle 1.9.11

ii.

Coordination and monitoring of VLE hosting company

1 new tools
available:
Database

2 new functionalities 2 newavailable on VLE
functionalities
available: Database& Survey Monkey

Session organized Percentage ofto present
programmes
82% of e-Learning
Database tool –delivering e-Learning focal points
90% programmes ready to use Moodle indicated readinessiii. Coaching sessions delivered to e-Learning focal points
75%
participated
2.x
to use Moodle 2.5
Assessment: The objective is accomplished. Coordination, monitoring and maintenance of the VLE were assured and research was concluded to identify certified plugins for Moodle. The
database tool was selected as the most appropriate tool to facilitate the organization of peer review activities organized in a number of e-Learning courses. A manual was developed to provide users
with tips for considering the use of the tool in different activities. One programme received particular guidance for using the tool to collect participants’ data for the certificate. The questionnaire
module was tested and evaluated for conducting course evaluations. The comparative analysis did not produce acceptable results in terms of enhancing efficiency in conducting the evaluation

2012 – 2013 Programme Performance Report
Knowledge Systems Innovationquestionnaires. Research was conducted on the use of Survey Monkey and adaptation for embedding it on the virtual learning environment. An information session was organized in Feb/2013 topresent the tool integrated into the Moodle environment to e-Learning focal points. As a follow-up, a number of one-one coaching sessions were organized. In May/2013 in response to a survey, 75%
of programmes implementing e-Learning courses indicated that they were already using SurveyMonkey and the remaining 25% indicated their intention to start using it. By December/2013 allprogrammes delivering e-Learning courses were using SurveyMoneky to collect feedback from participants (evaluation questionnaires). On-demand coaching sessions were provided to e-Learning
focal point and daily help-desk for the virtual learning environment was assured throughout 2012. From early 2013 and until June/13 KSI provided direct assistance and support to CITSS to assure thehandover of VLE’s administration (direct training and self-paced course produced). KSI has also coordinated the installation of Moodle 2.5 mirror site, coordinated the test migration of 4 courses andproduced an assessment report to CITSS, anticipating a number of critical issues related to the migration. A one-day training course on Moodle 2.5 was successfully organized with the participation of
all programmes involved with the development of e-Learning courses. Results of the evaluation indicate that 82% were ready to start using Moodle 2.5; all participants had their expectations met;
participants unanimously indicated they would use the knowledge acquired; and the overall usefulness of the training session was 100%.
Recurrent(b): Enhanced access to knowledge and information of training methodologies

Carry over from 2010-2011: Yes / No

Indicator of achievement:

Performance
TargetActualRevisedActual35%

31%

96 toolkits
published on
Click4it

35%

18%

31%

Percentage of increase in new terms and toolkits on training methodologies on UNITAR learning and training wiki
Outputsi. Research on training methodologies and tools conducted
ii. Materials identified, analyzed, compiled, and copyright clearediii. …
Assessment: The objective is accomplished. Research was conducted on selected content for Click4it. Materials identified and analyzed and copyright clearance was obtained as required. The
front-page was modified to highlight different resources. Key entries on Bloom’s Taxonomy and Learning Objectives were revised and updated and shared among main focal points. The toolkit section
is featuring 96 toolkits, down only 4 entries in relation to the established target of 100. An overall update of the MediaWiki software was carried out to allow the inclusion of social sharing buttons. All
pages of the wiki can now be directly shared through a number of social sharing tools.
Recurrent(c): Strengthened knowledge/skills in entrepreneurship development for youth

Carry over from 2010-2011: No

Performance
TargetActualRevised target

Actual

n/a

n/a

75%

97%

i. Participatory needs analysis conducted in Algeria

n/a

n/a

75%

ii. Needs analysis report compiled and submitted to Algerian government

n/a

n/a

97%
Report submitted
and validated

Indicator of achievement:
Percentage of stakeholders expressing that capacity development needs have been identified
Outputs

2012 – 2013 Programme Performance Report
Knowledge Systems Innovation
Assessment: The objective is accomplished. A context analysis was carried out and a synthesis report submitted to the Algerian government as an initial step to prepare a participatory needs
analysis with key stakeholders. Through the conclusions of the report the steering committee decided on the main profile of beneficiaries as well as the priority sectors associated with the national
development strategy. A participatory needs analysis workshop was conducted, grouping 34 participants, representing various stakeholders directly involved with the project. Twenty-three young
graduates and 11 representatives of ministries and national institutions participated in the workshop. The results of the evaluation indicate the level of success of the activity: 97% of participants
indicated that their capacity development needs had been properly identified; 80% indicated that a competence framework for entrepreneurship development was defined; and 97% recognized thatthey had been involved in the definition of this competence framework.

Recurrent(d): Enhanced knowledge on quality standards

Carry over from 2010-2011:
Performance

Indicator of achievement:
TargetActual (midterm)

Revised target

Number of quality assurance schemes and procedures for certifications shared with Quality AssuranceCommittee

Actual555Outputs
i: Compiled reports quality standard frameworks
Ii: Information shared with QAC
Assessment: The objective is accomplished. A report on quality assurance frameworks included the review of 5 quality assurance schemes and was shared with the quality assurance committee.
The report provided the overall basis for the development of the set of quality standards adopted by UNITAR for new-learning related events. Support provided to the Quality Assurance Committee,
through the development of guidelines for the implementation of the quality standards, which provide instruction to divisional entities on aspects to be considered when completing the selfassessment template.
Recurrent(e): Implementation know-how strengthened to align e-courses to ECBCheck quality criteria
Carry over from 2010-2011:
Performance
Indicator of achievement:
Percentage of programme which received methodological guidance initiating alignment process to quality
criteria
Outputs:

TargetActualRevised target

n/a

66%

75%

ActualGuidance provided
i: Methodological guidance provided to training programmes
n/an/a
on as requested.
Assessment: The objective is accomplished. Divisional entities were assisted in the alignment of e-Learning courses to ECBCheck criteria; self-assessments were reviewed and commented. A listof FAQs was prepared and shared with e-Learning focal points during coaching sessions. Coaching sessions were organized with focal points from CCP, EGP, CWM and New York office. An initialbriefing was also organized with UNOSAT. Support provided to PTP in the alignment of two courses, including the review of self-assessments. Each PTP self-assessment was reviewed three times andrecommendations for adjustments provided after each review. A final self-assessment report was cleared for submission to ECBCheck secretariat. Coordination with ECBCheck secretariat for thecertification of 2 PTP courses, handling administrative procedures (internal and external) and orienting the registration and uploading of the submission on ECBCheck website. As a member of theSteering Committee, UNITAR is entitled to special minimum fees for the certification process, contributing in-kind with the peer review process of the ECBCheck. Against two courses submitted forreview and certification UNITAR was assigned three courses to review and evaluated the self-assessments of three courses submitted for certification. The three reviews were concluded andsubmitted to the ECBCheck secretariat, respecting the established deadline. In December 2012, the two PTP courses submitted for certification were awarded the ECBCheck International Quality
Certificate. In 2013, 6 programmes indicated interest in aligning their courses for ECBCheck Certification. Nine courses were considered. Following internal guidance and review of self-assessments, 52012 – 2013 Programme Performance Report
Knowledge Systems Innovation
courses were submitted and received the ECBCheck Quality Certificate (valid for a three-year period). Currently UNITAR counts 8 courses certified by the ECBCheck.

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over from 2010-2012: Yes/No

Accomplishment: Enhanced knowledge on social media for development
Performance
Indictor(s) of achievement:
Training delivered on social media tools for development (e-Learning)

TargetActual (midterm)

n/a

n/a

Revised target

ActualAssessment: Eight sessions were organized for the course Innovative Collaboration for Development – e-Learning course on Web 2.0 and social media (6 in English and 2 in French) for 439
participants. The course has continually achieved a high level of completion rate and evaluation results are at very good level in the majority of the criteria assessed. The launching of the French
session in 2013 is the result of a fruitful collaboration with FAO and CTA. KSI has customized activities, scenarios, and assessments and coordinated the overall development and launching of theFrench version, resulting in the organization of two sessions in 2013. Funding has been secured from CTA for participants from ACP countries.

4. Performance Challenges and Lessons to be Learned
Issues related to quality design of e-Learning courses continue to be a challenge in view of the continuous rotation of collaborators and the lack of specific instructional design skills. These aspects
create a challenge for the alignment of e-Learning courses to specific quality standards (Quality Assurance Framework or ECBCheck Quality Criteria) as in most of the cases basic elements need to beaddressed and creates delays, particularly regarding the review of self-assessments and/or adaptation of specific aspects of the courses to adjust to quality criteria. One course had its quality
certificate expired and the fact that it had not been improved through the 3 years when the certificate was valid has made it impossible to submit it for re-certification. This most likely had direct
association with the competence gap in terms of instructional design. The implementation of the youth entrepreneurship project in Algeria has also presented a number of challenges, mostly related
to the delays in response by the governmental counterparts. The organization of activities requires a substantial amount of time invested, including details related to local logistics. Communication is
also a challenge as counterparts rely basically on telephone and the quality of the connection is only average. In terms of human resources, KSI continues to lack professional staff and is relying on thecollaboration of gratis personnel to deliver on expected results. This situation requires double managerial effort to achieve performance targets, as interns/trainees need to be trained and coached,apart from requiring close supervision. Nevertheless, it is thanks to gratis personnel that the section is able to deliver on its targets.

2012 - 2013 Programme Performance Report
UNITAR Operational Programme on Satellite Applications

UNITAR Operational Programme on Satellite Applications
2012 - 2013 Programme Performance Report
2. Budget and Funding

1. Overall Assessment

Overall, the biennium was marked by successful performances in both mapping and training delivery. Mapping outputs continued to increase and further expanded it's thematic reachin the human security domain. Product delivery diversified into ad-hoc GIS data delivery in addition to maps. Training and capacity development saw a strong increase in demand and 2.1 Programme budget (original)
donor support, with particular expansion through IGAD project and following UNITAR training standards for monitoring and evaluation.

4,915,866

2.2. Revised budget

7,498,842

2.3 Beginning balance

1,266,664

2.4 Funds mobilized

7,565,511

2.5 Expenditues

6,671,243

2.6 Carry over to 2014-2015
EXPECTED ACCOMPLISHMENTS / OUTCOMES

INDICATORS OF ACHIEVEMENTTARGET(a) Optimized routine access by international
humanitarian community to UNOSAT high-quality
satellite imagery analysis available on a standard basis
100%for both decision making and operational coordination (i) Percentage of UN emergency
response operations supported within the field
integrated mapping and satellite derived
analysis packages (percent of requested
activations); (ii) Funding from donors ismaintained at 2012 level or increased.

ACTUALREVISED
MID-TERM TARGETACTUAL- END OF
BIENNIUM

100%

100%

n/a

RBB OUTPUTSTARGET

2,160,932
ACTUAL MID
TERM

REVISED TARGETACTUALFINAL(a) Optimized routine (i) An estimated 100-250 maps 150 maps and 100 to 250 maps and/or
360 maps
access by
and analytical reports to support 35
analytical reports toand reports ininternational
70-90 Humanitarian Rapid
Humanitarian support 30 to 50
support to 75
humanitarian
Mapping activations
Rapid
Humanitarian Rapid
rapid
community to(operational tasking of UNOSAT Mapping
Mapping activations
mapping
UNOSAT highexperts anytime 24/7)
activations in (operational tasking ofactivations.
quality satellite
2012
UNOSAT experts anytime
imagery analysis
24/7)
available on a
Two briefings
Delivered(ii) One technical briefing(ii) Annual technicalstandard basis fordelivereddelivered to UN Inter-Agency
briefing delivered to UN
both decision making Standing Committee in Geneva
Inter-Agency Standing
and operational
and/or New York
Committee in Geneva
coordination in the
and/or New Yorkfield(iii) 40 public information notes 50 notes60
publicinformation 90 web-notes
delivered(via UNITAR website and
notes
(via
UNITAR and 750
TweetsTwitter) on humanitarian
website and Twitter) on
response (estimate)humanitarian
response(estimate)(iv) 1 on-line mapping platform
for humanitarian assessment(named REACH Global)

Delivered(v) 6 specialized field missions
for in-situ geospatial supportand data collection (estimate)

1 undertaken

One platform
delivered

2 specialized field
missions for in-situ
geospatial support anddata collection (estimate)

Two missions
undertaken(vi) 1 UNOSAT Thematic
Briefing on humanitarian rapid
mapping
Two reports
produced(vii) 2 technical reports for the 1 delivered
Board of the International Space
Charter

Two reports
produced2012 - 2013 Programme Performance Report
UNITAR Operational Programme on Satellite Applications

ASSESSMENT: Rapid mapping services were in high demand throughout the biennium. Positive user-feedback and innovation continues to drive an already high-quality service to have major impact on humanitarian operations. Dedicated briefings held to both inter-agency
fora as well as with Member States. Routinely issued public information notes further increased visiblity and awareness of the activities. Board of International Charter positive to continued collaboration and appreciative of UNOSAT performance. GDACS adopted UNOSATLIVE map as standard for major disasters, indicating usefulness and importance of the service.
(b) Strengthened use of and easier access to mappingand monitoring by actors active in human security andhuman rights(i) Number of activations requested by
users

7

9

15

20

(ii) Number UN Panels of Experts / Fact
Finding Missions supported by UNOSAT

2

3

4

4

(b) Strengthened use (i) 2 annual reports on piracy off Not deliveredof and easier access the coast of Somalia
to mapping and(ii) 2 geospatial analysis reports 3 delivered
monitoring by actors
for UN Panels of Experts and/or
active in humanfact Finding Missions
security and humanrights(iii) 21 maps and analytical
22 delivered
reports on human rights andhuman security (estimate)(i) 1 report on piracy off
the coast of Somalia

Final draftsubmitted(ii) 4 geospatial analysis
4 analysis
reports for UN Panels of reports
Experts and/or fact
deliveredFinding Missions(iii) 30 maps and analytical 65 maps andreports on human rights
reports
and human security
delivered(estimate)(iv) 2 technical briefings to the
Office of the HighCommissioner for Human
Rights

Delivered

Two briefings
delivered(v) 2 technical briefings to theInternational Criminal Court(Geneva and/or the Hague)

One delivered

Two briefings
delivered

ASSESSMENT: Overall use of and access to human security and human rights mapping products increased during the biennium. Update of products by UN Operations and Coordinations Centre (UNOCC) of key importance for routine access of results by senior UN
decision makers. Panels of experts and fact finding missions routinely requested and received services. Piracy report ready in draft format, but final version postponed to spring 2014 due to request from IOM to provide additional input to the report.
(c) Increased skills and capacity of national experts to
use satellite derived mapping and GIS for emergency
response and territorial planning & monitoring(i) Percentage of beneficiaries trainedusing new skills in national contexts

80%(ii) Number of in-country capacity
development projects

4

80%

10

6

(c) Increased
awareness of and(i) Training delivered to 14
7 trained
capacity in the use of Master-level students
satellite derived
mapping and GIS for
emergency response (ii) Estimated 120 students
exposed to training sessions as
and territorial
70 exposedpart of courses organized byplanning &university
partners
inGenevamonitoring

15 trained

150 students
exposed25 trained

85 trained
including
ESCAP
sessions(iv) 40 international and national
experts trained in basic courses 20 trainedin Geneva and abroad

45 trained(iii) Estimated 80 beneficiaries
trained in Bangkok in
partnership with ADPC(v) 20 national experts trained in
specialized training courses in
Geneva(vi) 30 beneficiaries trained in
Asia and Africa as part of new 17 trained
capacity development initiatives(v) 10 national experts
trained in specialized
training courses in
Geneva11 experts
trained
37 trained(vii) 20 regional experts trained20
in east Africa region (IGAD)

20 regional
experts
trained(viii) 3 in-country capacity
development packages
delivered

3 delivered

2 delivered2012 - 2013 Programme Performance Report
UNITAR Operational Programme on Satellite Applications(ix) 1 nation-wide geospatialassessment of water resources Ongoing(Chad)(x) Territorial monitoring andchange detection

1 delivered(xi) Thematic publication (brief)
on UNOSAT capacity
Binarydevelopment

Ongoing

Up to 2 geomorpholicalchange detection reports

2 reports
delivered

Not delivered

ASSESSMENT: Steep increase in funding and delivery for capacity development and training delivery during biennium. Internal structure well in place for performance, while forecasted delivery will need more team members. Practical angle to UNOSAT trainings ensurespositive feedback and high appreciation of service. Brief on capacity development re-scheduled for 2014.
(d) Innovative applications and integrated solutions
derived from applied research in partnership with
CERN and other entities including space agencies andUN agencies(i) Percentage of partnerships forresearch producing usable results

70%

70%

80%

(ii) Numbers of vehicles using HumaNav
600
fleet tracking system

558

Discontinued(d) Innovative
applications andintegrated solutions
derived from appliedresearch inpartnership with
CERN and otherentities including
space agencies andUN agencies(i) 1 research deliverables incontext of EU/ESA fundedinternational projects

1 researchdeliverable
approved

One project
started(CyberLab)(ii) 1 geo-tagging websupported application

Oneapplication
operational

One appdelivered(iii) 600 humanitarian vehicles
fitted with HumaNav fleet
tracking and management
solutions

558 vehicles
fittedN/A(iv) Awareness raising for 100
participants on new satellite
applications and solutions as
60part of symposiums/technicalparticipants
conferences/workshops on
benefited
innovation and geographic
information systems (estimatedtotal)

More than300
participants
informedOnesymosiumOne
delivered,(V) 2 research symposia on the interplay
symposium
between human rights, development, and climate change
keynotedeliveredspeaker at
another(vi) Introduction of UNOSAT thematic
focal point working system

Systemintroduced

System in place
and used

Internal
systemAll UNOSAT team members know which thematic focal point the work under:defined,
capacityalldevelopment, mapping,staff regularly
briefed2012 - 2013 Programme Performance Report
UNITAR Operational Programme on Satellite Applications(vii) Introduction of new service: Projectmonitoringn/a

One specific
Service ready forserviceuse
delivered

One project monitoring service
implementedusing
webmapping and timely satellite
imagery

Service inplace andtestedtechnically,
not piloted

ASSESSMENT: Innovation and research continues to be one of the key features of the programme. Successful app-development and thematic expansion into Interplay of climate change, human rights and development. New project monitoring system in place anddemonstrated, but not yet used operationally.

TRAINING DEPARTMENT

2012 – 2013 Programme Performance Report
Environmental Governance Programme

Environmental Governance Programme

Surpassed or within 10% of target

Between 10%-25% of target

1. Overall assessment
Expected accomplishments for 2012-2013 have been achieved. In many areas actual performance exceeded targets.
The planned expert meeting on environmental goals was postponed and moved into 2014. More than 20 activities
which were not originally planned were implemented, given that the portfolio on the green economy andenvironmental democracy gained momentum in 2013. The UN CC:Learn project started to be operationally managed
by the CCP Manager and from 2014 onwards will be included in the CCP budget. This will reduce the Programme budget
in the coming biennium, with innovation and resource mobilization focusing on the green economy and environmental
democracy components.
3. 1 Expected Accomplishments

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

3,001,421
2,607,471
2,091,645
1,292,934

2.5 Expenditures

2’769,009

2.6 Carry over 2014-2015(a): Knowledge development and knowledge-sharing in the area of environment and climate change governance enhanced
through international collaboration
Indicator(s) of achievement

Below 25% of meeting target

Performance
TargetActual

70

NA

100

615,571

Recurrent
Carry over from 2010-2011: Yes (partly)

Revised target

Actual

70

80

190

100

190

30

33

35

33

i. XY government and non-governmental experts participate in 2 international conferences/expert
meetings

200

NA

100

400

ii. XY international experts participate in UN CC:Learn Steering Group meetings

60

36

60

67

Percentage of conference / expert meeting participants agreeing or strongly agreeing that international
conference / meeting enhanced environmental and climate change governance knowledge
Number of countries accessing the web-based knowledge-sharing platforms
Number of international organizations who designated a focal point and actively contributed to UN CC:Learn
activities

1

Outputsiii. XY users access upgraded UN CC:Learn knowledge-sharing platform
5,000
9,000
5,000
19,000Assessment: A global knowledge-sharing platform (www.uncclearn.org) is operational, including a searchable library of resources relevant for climate change learning with over
1,600 entries. More than 19,000 unique visitors from 190 countries explored the UN CC:Learn website in 2012-2013. As of December 2013, 33 international organizations had
appointed UN CC:Learn focal points creating a growing network of international partners collaborating in the area of climate change learning.
Recurrent(b): New guidance document and training courses approved through an inter-agency review process

Carry over from 2010-2011: Yes

1

Indicator of achievement:

Performance
TargetActualRevisedActualNumber of introductory climate change learning modules reviewed and approved

6

6

6

6

Not implemented

2012 – 2013 Programme Performance Report
Environmental Governance Programme
Number of advanced climate change learning packages reviewed and approved

6

4

6

4

Number of guidance documents reviewed and approved

2

1

2

1

Number of new e-learning courses prepared and pilot tested

3

3

3

3

i. XY international experts participate in development and peer review of 14 new training modules
and courses

200

59

200

100

ii. XY international experts participate in review of guidance documents

50

36

50

60

Outputsiii. XY participants test two new e-learning courses
100
139
100
130
Assessment: In 2012-2013, 6 Introductory Learning Modules (ILMs) and 4 Advanced Learning Packages (ALPs) on Priority Topics of Climate Change have been developed and peerreviewed through the UN CC:Learn partnership. Agencies involved in the peer-review of the ILMs and ALPs include IFAD, FAO, ILO, UNDP, UNEP, UNESCO, UNFCCC, UNFPA, UNHABITAT, UNIDO, UNICEF, and UNITAR, UNU, WHO, WMO, the World Bank Institute and others. Based on the 6 ILMs a self-paced free-of-charge e-learning course has beendeveloped. Moreover, through the UN CC:Learn partnership, the Guidance Document on Developing a National Strategy to Strengthen Human Resources and Skills to AdvanceGreen, Low Emission and Climate Resilient Development has been completed and pilot-tested in UN CC:Learn pilot countries. The first edition of the joint UNITAR/UNEP e-learning
course on “Introduction to a Green Economy: Concepts and Applications” was implemented from 14 May to 22 June 2012 prior to the UN Conference on Sustainable Development(Rio+20). UNITAR received more than 300 indications of interest to participate in the course and some 80 participants were selected to participate. In terms of the results of thecourse evaluation, 92% of the respondents stated that the course fulfilled their learning interest and expectations. 98% indicated they would recommend the course to a colleague.
nd
The course was further up-dated and refined taking into account the outcomes of Rio+20. The 2 edition of the course was implemented from 8 October to 30 November 2012
with similar satisfaction rates.
(c): Human resources and institutional capacities in developing countries strengthened to address environment and climatechange challenges
Indicator of achievement:
Number of National Strategies to Strengthen Human Resources Learning and Skills Development to Foster
Green, Low Carbon and Climate Resilient Development
Number of countries having developed an institutional approach to climate change learning through multisectoral and multi-stakeholder collaboration
Percentage of participants benefitting from advanced learning action confirming that knowledge and skills
developed were applied on the job
Number of national learning and vocations institutions engaged in delivering national climate change learning
action2

Not yet implemented
Evaluation of learning actions to be completed in 20144
Not yet implemented
3

Recurrent
Carry over from 2010-2011: No

Performance
TargetActualRevised target

Actual

5

3

5

5

5

5

5

5

70

NA

2

70

NA

20

NA

4

20

10

3

2012 – 2013 Programme Performance Report
Environmental Governance Programme

Outputs

i. Training delivered to XY government and non-governmental stakeholder on national humanresource strategy development
250
537
250
630
ii. Training delivered to XY government and non-governmental officials on advanced climate change
topics identified through national strategies
250
NA
250
1450
Assessment: Five UN CC:Learn pilot countries - Benin, Dominican Republic, Indonesia, Malawi and Uganda - have put in place multi-sectoral and multi-stakeholder processes toadvance a strategic and institutional approach to climate change learning. All five countries completed a national climate change learning strategy. In all countries Ministers andHeads of Agencies actively engaged in country activities demonstrating their political support. 18 priority actions have been implemented across all five pilot countries, providing
training to more than 1,400 people.
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 climatechange fostered.
Performance
Indictor(s) of achievement:
Actual (midTarget
term)
Number of participants attending additional events (including exhibit visitors)

NA

2,382

Recurrent
Carry over from 2010-2012: No

Revised target

ActualNA

2730

Assessment: In addition to the courses/workshops mentioned above EGP (co-)organized more than 30 events with a total number of over 4,000 participants, including a numberththof green economy and environmental democracy workshop, side-events at the UN Conference on Sustainable Development (Rio+20), June 2012 and the 18 and 19 Conferenceof the Parties (COP 18 and 19) to the UN Framework Convention on Climate Change (UNFCCC), December 2012 and December 2013; plus two COP exhibits with approximately
1,250 visitors.
4. Performance Challenges and Lessons to be Learned
Given that the Manager of the Programme who was also Head of Environment Unit managed UN CC:Learn and served as Action Manager of CCP until the end of February 2013,
significant time was required to deliver climate change related activities directly. With the appointment of a Manager of CCP starting in March 2014, focus could be placed ininnovation in the green economy and environmental democracy areas with significant results during the second half of 2014.

2012 - 2013 Programme Performance Report
Chemicals and Waste Management Programme

Chemicals and Waste Management Programme
2012 - 2013 BIENNIUM PROGRAMME PERFORMANCE REPORT
1. Overall Assessment

Budget and Funding

The programme overall achieved its intended results for the biennium. As with the previous biennium, as some country projects are more than 2 years (or experience 2.1 Programme budget (original)
delays at the country level), some targets expected for this biennium will instead be achieved in the next one. Decisions to defer revisions to some guidance
documents were also largely driven by external factors (such as the need to allow more time for user feedback or other Organizations updating their related materials 2.2. Revised budget
at the same time). The overall number of trained benficiaries was 6,599. The programme launched its first elearning course (on GHS) during the biennium and2.3 Beginning balance
initiated development of a second one (on nano), as well as developing and launching a second training platform (Mercury:Learn) with financial support from and in
partnership with UNEP. A new programme area and guidance document on national waste management strategies was developed and lauched (in collaboration
with UNEP) and funding was secured to participate in a project to increase access to IOMC tools for SAICM stakeholders. A major (USD 2 million) phase 2 project
proposal (for area C, PRTR) was submitted to the GEF in late 2013 (with project initiation in 2014, if approved). As an unintended accomplishment, the Programme
assisted one country (Cote d'Ivoire) to ratify an important Basel Convention amendment in 2012-13, which led to a new proposal to assist 15 countries with
ratification of the new Minamata Mercury Convention in 2014 (USD 1.1 million secured in late 2013).

EXPECTED ACCOMPLISHMENTS / OUTCOMES

INDICATORS OF
ACHIEVEMENTTARGETACTUAL MIDTERMVAR

REVISEDTARGETACTUAL- END
RBB OUTPUTS
OF BIENNIUM

8,855,675
8,263,040
2,695,053

2.4 Funds mobilized

7,772,762

2.5 Expenditues

7,586,488

2.6 Carry over 2014-15

2,881,326

TARGETACTUAL MID
TERM

REVISEDTARGETACTUALFINAL

A. Strengthened stakeholder ownership,
governance and institutional capacities forchemicals and waste management
OUTCOME 1: Formal government endorsement of
National Profiles
OUTCOME 2: Increased national capacity for
SAICM implementation(i) Number of national
profiles developed

18

8

10

17

17

(i) Training delivered
togovernment
1,632 government
officials andofficers trained
stakeholders

OUTCOME 3: Strengthened relationship ofgovernments and stakeholders involved inchemicals related decision making(ii) Number of multistakeholder
coordination
mechanisms in place

21

7

14

19

19

(ii) Guidance on
1 guidance
SAICM
document
implementation plan reviewed/updated

OUTCOME 4: Strengthened national legal andpolicy bases of sound chemicals management(iii) Number ofnational chemicals
legislation/policies
drafted

9

3

6

4

4

OUTCOME 5: Increased international access tochemicals training and information for all
stakeholders(iii) Knowledge
sharing
infrastructure forchemicalsiii) Chemicals
training andknowledge sharing
platform (UN Chem:
Learn) established

739

0

n/a

1706

n/a

0

0

ASSESSMENT: Outcomes related to country-level deliverables were fully met, and training targets were slightly exceeded. The updating of the related guidance document was deferred to the next biennium to allow further time for
feedback from users. The UN Chem:Learn platform was not established (however, a mercury platform was - see below Outcome 16).

2012 - 2013 Programme Performance Report
Chemicals and Waste Management Programme

EXPECTED ACCOMPLISHMENTS / OUTCOMES

INDICATORS OF
ACHIEVEMENTACTUAL MIDTERM

VAR

17

9

8

14

9

(i) Training delivered
to government
3,146 trained
officials andstakeholders

9

2

7

8

5

(ii) Guidance andtraining package
produced(iii) E-learning
delivered to
stakeholders

TARGETREVISEDTARGETACTUAL- END
RBB OUTPUTS
OF BIENNIUM

TARGETACTUAL MID
TERM

REVISEDTARGETACTUALFINAL

B. Internationally-recognized chemicals
classification and labeling provisions
implemented and strong multi-sector
engagement at the country level

OUTCOME 6: National GHS implementation
strategies in place eand endorsed by all relevant
sectors and stakeholders

OUTCOME 7: Strengthened relationship ofgovernments and stakeholders involved in GHS
related decision making(i) Number of national
GHS implementation
strategies and related
legislation developed(ii) Number of GHS
multi-stakeholder
implementationcommittees
established

OUTCOME 8: Peer reviewed GHS training
packages available for global use, also as an ecourse

3'128

n/a

3297

1 new guidance andtraining package
produced

1

n/a

1

300 stakeholders
trained

18

n/a

18

ASSESSMENT: The country related outcomes were mostly achieved, though somewhat lower than targets due to delays in the countries (but as these projects continue to next biennium, it is expected they will be fully met by time ofnext report). The new ''advanced'' training package was produced and used to successfully to train the many (3,297) beneficiaries targetted for this accomplishment area. E-learning (based on this training package) remained low,
however, as the course was only run once (for the first time) in the biennium (however it is expected these numbers will be higher in the next biennium when the course could be run several times now that it has been pilot-tested).

C. Improved monitoring of chemicaltransfers and emissions to air, water, andland
OUTCOME 9: Increased national capacity to monitor (i) Number of national
pollutant emissions
and regional pollutant
release and transfer
registers (PRTRs)
designed

7

5

2

3

4

(i) Training delivered 580 government
to government
officers trained
officials andstakeholders onmonitoring ofchemical transfersand emissions to air,water, and land

215

350
government
officers
trained215

OUTCOME 10: Increased national capacity tomonitor POPs and implement the Stockholm
Convention

6

6

0

n/a

6

(ii) Guidance
1 new guidance
guidance document document produced
produced

0

n/a

0

(ii) Number of national
PRTRs designed tofacilitate Stockholm
Convention
implementation

2012 - 2013 Programme Performance Report
Chemicals and Waste Management Programme

EXPECTED ACCOMPLISHMENTS / OUTCOMES

INDICATORS OF
ACHIEVEMENTTARGETACTUAL MIDTERMVAR

REVISEDTARGETACTUAL- END
RBB OUTPUTS
OF BIENNIUM

OUTCOME 11: Increased global access to PRTR
knowledge and training materials(iii) E-learning
deliveredstakeholders

TARGET

150 stakeholders
trainedACTUAL MID
TERM

0REVISEDTARGETn/a

ACTUALFINAL

0

ASSESSMENT: The country-level outcomes were fully achieved, and the training targets were partially achieved (one country - Thailand - withdrew from the project). The new guidance document was deferred to the next biennium
as we learned OECD was revising in 2012-13 their related core guidance (thus it made sense to defer revision to the UNITAR guidance pending the completion of the revision to the OECD document). The development of e-learning
depends on funding coming for next biennium.
D. Improved national capacities to implement
chemicals and waste management conventions,
including strengthened national coordination,
capacity to reduce POPs releases, and capacity
to mobilize financial resources
OUTCOME 12: Formal endorsement of national
coordination and synergy strategy(i) Number ofchemicals-related
MEA coordination andsynergy strategies
developed

3

0

3

n/a

0

OUTCOME 13: Formal endorsement of national
resource mobilisation strategy

OUTCOME 14: Peer reviewed guidance and training (iii) Number ofpackages on Stockholm Convention NIP updating
national financial
and Resource mobilization for chemcials relatedresource mobilization
MEAs available for global use
strategies forchemicals-related
MEAs implementation
developed

403(iv) Number ofnational PRTRs
designed to facilitate
Stockholm
Convention
implementation (see“PRTRs”, 2c)

3

6

3

n/a

2

n/a

n/a

(i) Training delivered 384 trained
to government
officials andstakeholders

415

n/a

667

(ii) Guidance
document (onfinancial resource
mobilization forchemicals-related
MEAs) produced

1 new edition
guidance document
produced

0

n/a

0

(iii) Guidance on
Stockholm
Convention NIP
updating andnational-level
financial resource
mobilization
strategies

Two new guidance andtraining packages
produced

1

n/a

1

2012 - 2013 Programme Performance Report
Chemicals and Waste Management Programme

EXPECTED ACCOMPLISHMENTS / OUTCOMES

INDICATORS OF
ACHIEVEMENTOUTCOME 15: Reduced human and environmental
exposure to PCBs(v) Tons of PCBs
eliminated

TARGET15

ACTUAL MIDTERMVAR

REVISEDTARGET

0

15

n/a

ACTUAL- END
RBB OUTPUTS
OF BIENNIUM

TARGETACTUAL MID
TERM

REVISEDTARGETACTUALFINAL

n/a

ASSESSMENT: Targets for this area were mostly met. The PCB elimination target was deferred to 2014 (and the targetted amount will be much higher). In relation to guidance materials, one new document (for Stockholm
Convention NIP updating) was developed and used, the other document on financial resource mobilization was deferred to 2014-15.

2012 - 2013 Programme Performance Report
Chemicals and Waste Management Programme

EXPECTED ACCOMPLISHMENTS / OUTCOMES

INDICATORS OF
ACHIEVEMENTTARGETACTUAL MIDTERMVAR

REVISEDTARGETACTUAL- END
RBB OUTPUTS
OF BIENNIUM

TARGETACTUAL MID
TERM

REVISEDTARGETACTUALFINAL

E. Improved data on mercury pollution andstrengthened capacities to reduce emissions
and strengthen sound mercury management
OUTCOME 16: Increased capacity to identify andmonitor mercury emissions at the national level(i) Number of mercury
emission inventories
developed

2

11

9

9

(i) Training on
estimation of
mercury emissions
and planning forsound mercury
management

550 government andother stakeholders
trained18

400
governmentand otherstakeholders
trained18

ASSESSMENT: Targets for this area regarding mercury inventories development were met. The development of an online training platform on mercury emissions was started in 2013 and will be finished in 2014. Training targets will
increase when the platform is ready.
F. Increased awareness on benefits, risks, andmanagement of nanotechnology/ manufactured
nanomaterials, including increased
understanding of national situations andcapacities
OUTCOME 17: Increased understanding to address (i) Number of national
nano issues at the national level
nanotechnology/
manufactured
nanomaterials profiles
developed andpriorities set

3

3

0

5

3

(i) Training on
national nanoprofiles

192 government
officials andstakeholders trained

312

n/a

678

OUTCOME 18: Peer reviewed nano training
package avilable for global use, along as an eLearning course

3

3

0

5

4

(ii) Training
guidance on nano

One new edition
guidance document
produced

1

n/a

0

(iii) E-learning
deliveredstakeholders

450 stakeholders
trained

0300
stakeholders
trained0(ii) Number ofawareness raising
campaigns launchedat country level

ASSESSMENT: The nano accomplishment area largely met its targets with some of the additional country level targets expected to be met in next biennium. Training beneficiary targets were exceeded. The revised guidance wasdeferred to 2014, as was the e-learning (though the elearning course content was largely completed in 2013). Additional funds (CHF 250,000) were mobilised in 2013 for additional sub-regional nano activities in 2014.

Performance Challenges and Lessons to be Learned: As noted in the last biennium, for programmes with significant numbers of country-level projects it is important to factor in that performance (and original
targets) can be affected by the actual situations encountered as the biennium progresses and not always within the programme’s control (e.g. slow progress in country projects due to changes in political situations
within the countries). Also, given the changing and challenging donor landscape for chemicals and wastes (e.g. decrease in some well-resourced funds, move by donors to focus funds in fewer places, such as
GEF) it is important to maintain a degree of flexibility to adapt to these new changes to be able to continue to mobilize resources and access funds in new and different ways.

2012 – 2013 Programme Performance Report
Climate Change Programme

Climate Change 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 Climate Change Programme budget was adjusted in 2012 through the mid-term budget revision. The adjustment 2.1 Programme budget (Original)
took into account that some work streams did not materialize as well as new resources mobilized for a new project in in 2.2 Revised budget
Tajikistan. The delivery targets on existing commitments were on the whole met and exceeded in some cases, in 2.3 Balance at beginning of biennium
particular through the flagship C3D+ project (see below). In 2013, new programme areas were identified and two 2.4 Funds mobilized
financing agreements signed with UNDP. In addition, steps were taken to transfer the UN CC:Learn project operationally 2.5 Expenditures
into CCP with full transition completed from 2014 onwards (In practice the newly hired CCP Manager already provided 2.6 Carry over 2014-2015
UN CC:Learn project management functions starting March 2013). Taking into account that Switzerland committed inlate 2013 to fund a follow-up phase for UN CC:Learn in 2014, CCP will evolve from 2 to 5 project areas .

2,183,228
1,653,347
658,527
461,696852,134
127,165

Substantively, the programme completed a further phase of the C3D+ project during which more than 1,500 individuals
in 10 countries received climate change training through a global network of 9 partners. It also started up some newwork in Central Asia, providing training and support for UNFCCC negotiators, specifically in Tajikistan, became a key
partner in the National Adaptation Planning Global Support Programme (NAP-GSP) and initiated new work in the area ofnational climate budgeting. This work has served to strengthen UNITAR’s profile in the area of climate change and eased
the way for programme expansion.
NOTE: In terms of formal biennium reporting, the UN CC:Learn project remains under the Environmental Governance
Programme. It is fully transferred to CCP during the next biennium (2014-15).
3. 1 Expected Accomplishments(a): Strengthened climate change training capacities of national / regional partners in the area of adaptation and mitigation

Recurrent
Carry over from 2010-2011: Yes / No

Indicator(s) of achievement

Performance
TargetPercentage of project objectives achieved by national/regional partners(40 per cent)1

Actualn/a2

Revised target

Actual75 per cent

80 percent

Outputs

i. Training delivered to government officials and other stakeholders on climate change
300
704
300
1,500
Assessment: The climate change programme administered grant agreements with 7 national/regional partners over the biennium, under the C3D+ project. Project objectives anddeliverables were ‘mostly achieved’ by 6 out of 7 partners, and partially achieved by the remaining 1 partner.

1
2

Referring to original indicator.
The project has been extended and reporting for 2012 is still ongoing.

2012 – 2013 Programme Performance Report
Climate Change Programme(b): Collaboration strengthened with UN agencies, regional and national institutions, the private sector to support the delivery ofcapacity building and knowledge transfer in developing countries

Recurrent
Carry over from 2010-2011: Yes / No

Performance
TargetActualRevisedActualNumber of partnerships formed at the international, regional and national level to collaborate on initiatives andactivities that lead to building capacity for climate change in developing countries

10

0

10

4

Number of joint activities initiated as a result of partnerships

20

43

20

43

Indicator of achievement:

Outputs

i. Partnership building, including negotiation and conclusion of agreements, with UN agencies andother international, regional and national institutions/organizations
10
0
10
3
Assessment: Four new partnerships were concluded over the period including the Climate Change Centre of the Government of Tajikistan, the Regional Environment Centre(Hungary), the UNDP/SIDA supported regional project on climate finance, and UNITAR also became a partner and board member of the NAP-Global Support Programme. The
target of 10 partnerships which was established for the biennium included sustaining the C3D+ partners; agreements that had been initiated in 2008/09.
The implementation of the C3D+ project has advanced through 43 joint technical and capacity development activities carried out by 7 partner’s organizations, with technical andcoordination support from UNITAR.
Recurrent(c): Knowledge enhanced on the UNFCCC negotiation processes among country delegates and other stakeholders

Carry over from 2010-2011: No

Indicator of achievement:
Percentage of trained beneficiary respondents who confirm that learning objectives have been mostly or fully
met

Performance
TargetActual75 per centn/a3

Revised target

Actual75 per cent

85 percent

Outputs

i. Training on UNFCCC negotiation processes delivered to country delegates and other stakeholders 300
n/a
30
22
Assessment: Training events on strengthening negotiations capacity have been carried out under a Swiss government funded project in Tajikistan. The evaluation of the Tajikistan
event indicated that 85% of participants stated that the training had fully or mostly met the learning objective of ‘understanding how the international climate change negotiation
process works and how Tajikistan could effectively engage’. Tajikistan’s visibility at the 2013 climate change meetings in Warsaw was significantly increased in terms of size ofdelegation, as well as through the organization of a side event.

3

Activity not implemented in 2012.

2012 – 2013 Programme Performance Report
Climate Change Programme

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over from 2010-2012: Yes/No

Accomplishment: There were no unintended accomplishments.
Performance
Indictor(s) of achievement:

TargetActual (midterm)

Revised target

ActualAssessment:
4. Performance Challenges and Lessons to be Learned
The Climate Change Programme was affected by staff changes over the biennium with the new manager arriving in March 2013. At this point fund balance was in line with therevised budget. The focus was on implementation, while resource mobilization focused on developing new work stream in 2014 which was achieved. CCP has traditionallymanaged large multi-year projects with significant grant elements to. This means that some elements of delivery are not always under the direct control of the manager,
sometimes to implementation challenges. At the same time this approach generally increases national ownership and improves results and long term sustainability.

2012 – 2013 Programme Performance Report
International Law Programme

INTERNATIONAL LAW PROGRAMME

Surpassed or within 10% of target

Between 10%-25% of target

1. Overall assessment
The expected accomplishments have mostly been achieved and, in the case of e-Learning, surpassed the latter includes
the following: 35% increase in the delivery of e-Courses in international law
 Linguistic diversity enhanced through course offers in English, Spanish, Russian and, as of 2012, in French.
 Partnerships established with renowned new partners
 Thematic diversity enhanced through development of e-Courses on the law of international organizations andon international water law (the latter project was prepared in 2012, delivered early 2013 (see unexpectedaccomplishment) The budget had to be slightly revised downwards.
3. 1 Expected Accomplishments

2. Budget and funding

Below 25% of meeting target

2.1 Programme budget (Original)
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized (through Oct 2012)

1,039,398
983,900
133,275
598,895

2.5 Expenditures (through Oct 2012)

486,655

2.6 Carry over 2014-2015

246,054(a) Enhanced knowledge, increased awareness and improved understanding of international legal issues is generated among law
professionals in Member States

Recurrent or Non recurrent
Carry over from 2010-2011: Yes/No

Indicator(s) of achievement

Performance
TargetActualRevised target

Actual(i) Percentage of beneficiary respondents who confirm having met course objectives mostly or fully

70%

82.56%

n/a

89.15%

Outputs

i. Training delivered to law processionals through 41 courses (online and face-to-face training)
800
686
n/a
1139
Assessment: Almost 90% of our beneficiaries confirmed meeting the course learning objectives. This means they acquired or increased their knowledge of international law andtherefore, they will be able to contribute to a better application of international rules and to implement multilateral agreement at national level.
(b) Improved understanding of selected topics of international environmental law relevant to the implementation of multilateral environmental
agreements
Indicator of achievement:

Performance
TargetRecurrent or Non
recurrent
Carry over from2010-2011: Yes/No

ActualRevisedActual(i) Percentage of participants meeting satisfactory criterion for passing ELP diploma
70%
100%
n/a
100%
Outputs
i. Training delivered to participants enrolled in the environmental law diploma course
100
100
n/a
100
Assessment: The Diploma Course in International Environmental Law aimed at enhancing the legal and institutional capacities of countries to an adequate application andimplementation of international environmental law at the national level. The course enrolled 1,542 participants between 1997 and 2012.
Due to the fact of lacking funds to conduct the course properly and to provide participants with a good quality of training, it was decided to halt admissions after 2011 and closethe course by the end of July 2013. During the biennium 2012-2013, ILP issued 216 diplomas.

2012 – 2013 Programme Performance Report
International Law Programme

Recurrent or Non recurrent(c) Expanded linguistic diversity of training courses on offer

Carry over from 2010-2011: Yes/No

Indicator of achievement:

Performance
TargetActualRevised target
Actual(i) Percentage of training activities offered in languages other than English
40%
33%
10%
27%
Outputsi. Content development and instructional design for training courses offered in languages other thanEnglish8 courses
6 courses
4 courses
8 courses
Assessment: During this biennium, all face-to-face activities implemented by ILP were delivered in languages other than English, 2 workshops in the Russian language and 1
workshop in the French language. With regards to ILP’s online training, ILP conducted 38 online courses, 13% of them were delivered in the Spanish language and 8% in the Frenchlanguage.
Recurrent or Non recurrent(d) Strengthened programme capacities in the field of e-Learning

Carry over to 2010-2011: Yes/No

Indicator of achievement:

Performance
TargetActualRevised target

Actual(i) Percentage of new courses with instructional design done by trained programme staff/collaborators 80%
100%
n/a
100%
Outputs
6 new ei. Instructional design undertaken by programme staff/collaborators for new e-courses
courses
6 courses
n/a
6 courses
Assessment: Fully achieved. All online courses delivered by ILP have been designed by its Staff. In December 2013, the online Course on International Water Law was awarded
with the ECB Check Certification that confirmed the quality of work on instructional design provided by ILP staff.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent or Non recurrent
Carry over from 2010-2012: Yes/No

Accomplishment 1: Enhanced knowledge in international water law in Member States through new e-Learning course
Performance
Indictor(s) of achievement:
Number of applicants expressing an interest to take the course

TargetActual (midterm)

Revised target

Actual

400

640

n/a

1007

Assessment: A first course was implemented in February 2013, due to a high demand for training in this field, a second edition was run in November 2013. For both editions of therdcourse, ILP received a total of 1007 applications that shows that there is a real need and demand of training in this field. ILP is running a 3 edition of this course that will be
conducted in June 2014.

2012 – 2013 Programme Performance Report
International Law Programme

Recurrent or Non recurrent

Accomplishment 2: Improved knowledge of most pertinent topics on the UN agenda

Carry over from 2010-2012: Yes/No
Performance

Indictor(s) of achievement:
Number of participants trained

TargetActual (midterm)

Revised target

30

40

n/a

Actualn/aAssessment: This new activity, jointly conducted with UNSSC, was successfully
4. 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.
ILP has to be more proactive in fundraising and try to assure 3-5 year strategic partnerships with financial sponsors/academic institutions, like the SDC and the University ofGeneva.

2012-2013 Programme Performance Report
Multilateral Diplomacy ProgrammeMultilateral Diplomacy Programme

Surpassed or within 10% of target

Between 10%-25% of target

1. Overall assessment
All expected accomplishments have been fully achieved. Below are some figures:
1‐ The percentage of trained participants who confirm having met each of the course objectives mostly or fully is 15
percentage points above the target.
2‐ The percentage beneficiaries agreeing or strongly agreeing that their awareness of the subject/topic has increased is
6 percentage points above the target.
3‐ MDP has developed three training tools for face-to-face courses and met the target.
4‐ 60 % of our fellowships were awarded to participants from LDC’s and 94% of fellowships were awarded toparticipants from developing countries.
5‐ 95% of our course participants expressed satisfaction in their final evaluation
6‐ Expansion of the pool of experts and consultants on skills building in diplomacy
3. 1 Expected Accomplishments

2. Budget and funding

Below 25% of meeting target

2.1 Programme budget (Original)
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized

2,007,927
2,324,325
331,590
3,841,471

2.5 Expenditures

2,601,325

2.6 Carry over 2014-15 (expected)

1,289,555

Recurrent(a): Enhanced knowledge of diplomats and government officials in the field of multilateral diplomacy

Carry over from 2010-2011: Yes

Indicator(s) of achievement(i) Percentage of trained participant respondents who confirm having met each of the course objectives mostly
or fully

Performance
TargetActualRevised target

Actual

70%

80%

-

85%

Outputsi. Knowledge as skills development training delivered to diplomats and other government officials
1200
1004
1600
2660
Assessment: MDP implemented 114 activities (47 were conducted on-line and 67 were face-to-face activities). The aim of these activities was to strengthen participants’ capacity
in view of enhancing their performance in the field of multilateral diplomacy. After each learning-related event an evaluation was circulated amongst the participants in order toassess whether these activities enhanced their knowledge about the course topic. 85% of participants confirm having met the course objectives mostly or fully. Meanwhile MDP’starget audience are primarily diplomats and government officials, it is important to note that international civil servants, NGO representatives, students and other stakeholders
participated and benefitted from MDP’s training activities.
Recurrent(b): Increased awareness of selected topics of multilateral diplomacy

Carry over from 2010-2011: Yes

Indicator of achievement:(i) Percentage of beneficiary respondents agreeing or strongly agreeing that their awareness of the subject/topic
has increased

Performance
TargetActualRevisedActual

90%

94%

-

96%

1200

1004

1600

3214

Outputs(i) Awareness raising training delivered to diplomats and other government officials

2012-2013 Programme Performance Report
Multilateral Diplomacy Programme
Assessment: Almost all participants (96%) confirmed that the training activities contributed to increase their awareness of the course subject.

Recurrent(c): Strengthened in-programme capacities in the field of training methodologies for face-to-face activities

Carry over from 2010-2011: N/A

Indicator of achievement:(i) Percentage of new simulation exercises and training tools for face-to-face courses developed by UNITAR inhouse staff/consultants

Performance
TargetActualRevised target

Actual

10%

-

-

10%

Outputsi. 3 new simulation exercises and training tools developed in-house and instructional design for 2 to
5 new courses implemented through staff/collaborators
3
3
3
Assessment: 3 new simulation exercises were developed by MDP in order to make the face-to-face courses more participatory. Special attention was paid to improve theinstructional design of the new courses.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over from 2010-2012: N/A

Accomplishment: Enhanced knowledge of international civil servants in the field of multilateral diplomacy
Performance
Indicator(s) of achievement:(i) Number of courses addressed to international civil servants

TargetActual (midterm)

Revised target

Actual---5

Assessment: MDP expanded its targeted audience by providing training on multilateral diplomacy to both non-UN and UN staff. 4 training activities were implemented with the Global
Fund on skills development and human rights diplomacy and 1 workshop with WHO on climate change diplomacy and health.

4. Performance Challenges and Lessons to be Learned
Expanding agreements with relevant partners and institutions in order to find ways of cooperation and work towards enhancing the quality of training products.
An important lessons learnt is to better define indicators as well as learning objectives in order to measure outputs more effectively.

2012 – 2013 Programme Performance Report
Peacemaking and Preventive Diplomacy Programme

Peacemaking and Preventive Diplomacy Programme

Surpassed or within 10% of target Between 10%-25% of target

1. Overall assessment
In the first part of the biennium, the Programme in Peacemaking and Conflict Prevention (PMCP) successfully
accomplished the regular programmes, and carried out for the second time the recently established high level seminarfor mid and senior level African peacemakers. All the expected accomplishments have been achieved except for one
programme where the funds arrived late. This training programme has been postponed to the third quarter of 2013. An
additional activity was organized, a briefing on peacemaking for minority and indigenous Fellows of OHCHR.
In 2013, all programmes carried out, and an additional briefing on peacemaking for minority and indigenous Fellows of
OHCHR organized.
3. 1 Expected Accomplishments

2.1 Programme budget (Original)
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized

2,613,339
2,727,316
336,997
2,638,344

2.5 Expenditures

2'823'256

2.6 Carry over 2014-2015(a): Strengthened capacities to meet the training needs of mid and senior level diplomats, as well as United Nations and regionalorganization staff in conflict analysis and negotiation
Indicator(s) of achievement(i) Percentage of trained fellows assessing the relevance of the programme as good to excellent

Performance
Target70 %Below 25% of meeting target

2. Budget and funding

152,085

Recurrent
Carry over from 2010-2011: Yes / No

ActualRevised target

Actual biennium

78%
Excellent,22%
Good

n/a

74% Excellent
26% Good

Outputs

i. Training delivered to mid to senior level diplomats responsible for the prevention and resolution of
conflicts through the organization of two fellowship programmes in peacemaking and preventive
diplomacy
Assessment: The targets are being achieved in a tough economic climate.

78 fellows, 2
programmes

37 fellows trainedin 2012n/a
40 trained 2013(b): Strengthened knowledge and skills in conflict analysis among mid and senior level African government officials, regionalorganization staff and UN peace operation staff
Indicator of achievement:(i) Percentage of trained officials who have increased their confidence levels in completing a conflict
analysis worksheet

77 mid and seniorlevel fellows
trained in 2
programmes

Recurrent
Carry over from 2010-2011: Yes / No

Performance
TargetActualRevisedActual70 per cent

92% in 2012
93% in 2013

n/a

93%

60

36 officials
trained in 2012n/a

65 mid/senior
officials trained in 2

Outputs

i. Training delivered to African officials through the implementation of two regional training
programmes to enhace conflict prevention and peacemaking in Africa

2012 – 2013 Programme Performance Report
Peacemaking and Preventive Diplomacy Programme
29 officials 2013

programmes

Assessment: The targets are on track. A number of senior officials came from Offices of Presidents and Prime Ministers on the continent.

(c): Strengthened capacities to meet the training needs of indigenous peoples’ representatives in conflict analysis and negotiation

Recurrent
Carry over from 2010-2011: No

Indicator of achievement:(i) Percentage of trained representatives assessing the relevance of the programme as good to
excellent.

Performance
Target70 per centActualRevised target

Programme
postponed to 2013
due to late arrivalof funds.
2013 Programme n/a

Actual

86% Excellent
14% Good

Outputs

21 Indigenous
Representatives;
2 Briefings on
i. Training delivered to indigenous peoples’ representatives through two programmes at the
21 Indigenous
Peacemaking for
56 trainedn/ainternational or regional levels
Representatives
22 additional
Indigenous andMinority
representatives
Assessment: The programme had been postponed to the third quarter of 2012 due to the late arrival of funds. The 2013 training programme was highly successful with excellent
evaluations. Very senior and strategic representatives were trained multiplying the impact of the training for their organizations and institutions. In both 2012 and 2013 a briefingon peacemaking and conflict analysis were also conducted for the OHCHR Minority and Indigenous Fellows providing training to a further 22 representatives who provided
excellent feedback on the training.
(d): Enhanced knowledge/experience-sharing of indigenous representatives in human rights and negotiation
Indicator of achievement:

Performance
Target2(i) Number of indigenous graduates identified to serve as resource persons in training programme.
Outputs
i. Training sessions delivered by former fellows/participants to indigenous representatives in humanrights and negotiation

2

ActualRevised target

Actual2 identified for2013 programme

n/a

2

2

n/a

2

2012 – 2013 Programme Performance Report
Peacemaking and Preventive Diplomacy Programme
Assessment: The two indigenous alumni were invited to serve as resource persons for the 2013 International Training Programme to Enhance the Conflict Prevention andPeacemaking Capacities of Indigenous Peoples’ Representatives. An alumna from Columbia conducted an excellent session on strategies for involvement of indigenous people’s in
the peace process there. The Chair of the UN Permanent Forum on Indigenous Issues is a graduate from Kenya who taught two stimulating sessions that were highly appreciated.

(e): Enhanced knowledge of contemporary challenges in peace operations and strategies to address them shared among seniormost peacemakers in the United Nations
Performance
Indicator of achievement:
TargetActualRevised target
Actual
88% in 2012(i) Percentage of high-level participants from Headquarters, UN Peace Operations and regional
92% in 2013
organizations in the SRSG Seminar
65%
n/a
90%
2 in 2012(ii) Number of lessons learned identified
4
2 in 2013n/a4
Outptus55 officials 2012
i. Knoweldge sharing facilitated for 48 SRSGs and other senior staff through the organization of two 48 officials; 259 officials 2013;
114 officials
high level seminarsto exchange experience to enhance UN practiceseminars
2 seminars
n/a
2 SRSG Seminars
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 2012 SRSG Seminar. The Eighth SRSG Seminar was successful organized in May 2012 with a high number of invited officials actively
engaged and a very fruitful dialogue with the UN Secretary-General conducted. The Ninth SRSG Seminar was successfully conducted in March 2013 with the extended participation
the UN Secretary-General with 54 senior officials.
(f): Preventive approaches to deal with African peace and security challenges identified and shared with senior level participants on
the continent
Performance
Indicator of achievement:
TargetActualRevised target(i) Number of lessons learned identified
33n/a

Actual3

Outputs:
i. Experience and knowledge sharing dialogue facilitated among 4 senior most peacemakers in Africa 44n/a4Assessment: The High Level Seminar for African Peacemakers brought together 71 mid and senior level officials responsible for the prevention and resolution of conflict on thecontinent including an eminent Member of the African Union Panel of the Wise and the contribution of the Commissioner for Peace and Security of the African Union. This uniquespace for dialogue and reflection is much-appreciated by the participating officials.

2012 – 2013 Programme Performance Report
Peacemaking and Preventive Diplomacy Programme
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over from 2010-2012: Yes/No

Accomplishment: Strengthened capacities in peacemaking
Performance
Indictor(s) of achievement:

TargetActual (midterm)

n/a

71

71

n/a

2

4

n/a

1

2

Revised target

Actual(i) Number of actors of the African Peace and Security Architecture benefitting from the high-levelknowledge and experience-sharing seminar.
(ii) Two to four Departmental Heads of Mission Conferences held in tandem with the SRSG Seminar
to further refine and enhance UN practice.
(iii) UNITAR Briefing on Conflict Analysis and Peacemaking for OHCHR Minority and Indigenous
Fellows
Assessment: The recently appointed Under-Secretary-Generals of DPKO and DPA are keen to continue to hold the respective Heads of Mission Conferences immediately after the
SRSG Seminar. Four departmental conferences were held in the biennium. A High Level Seminar for African Peacemakers was organized in 2012 after the Regional Training
Programme. The African Union Peace and Security Commissioner said this unique, off the record and in-depth exchange among substantive officials to strengthen conflict
prevention and peacemaking in Africa is crucial.
4. 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. In spite of these challenges andwith tremendous effort PMCP is continuing to fundraise, secure funding and implement quality programming. The experienced mid and senior level officials provide excellent
feedback on the relevance and usefulness of the training programmes and high-level knowledge sharing seminars. Their input is sought for the further refinement of the
programmes.

2012 – 2013 Programme Performance Report
Peacekeeping Training Programme

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 indicators of achievement show that the Programme has almost entirely achieved the expected results for the biennium. In
particular, the Programme has been successful in: Strengthening knowledge and skills of civilian, military and police personnel eager to serve in UN and non-UN peace operations; Increased collaboration in training design and implementation with new partners as part of an expanding PTP network; Enhanced quality of PTP training; Enhanced capacity of peace keeping training institutions in Africa.
Similarly, planned outputs have been achieved – if not surpassed – in all above mentioned areas.
The only area that still remains to be strengthened is the one related to the diversification of the linguistic offer of training courses.
While the Programme has implemented concrete actions to ensure courses are developed in languages other than English, thedelivery is being scheduled for 2014-2015 biennium.

2.1 Programme budget (Original)
2.2 Revised budget
2.3 Balance at beginning of biennium
2.4 Funds mobilized

1,927,570
3,067,430
324,677
3,003,131

2.5 Expenditures

3,162,537

2.6 Carry over 2012-13 (expected)

165,271

3. 1 Expected Accomplishments
Recurrent(a): Strengthened knowledge and skills of civilian, military and police personnel eager to serve in UN and non‐UN peace
operations

Carry over from 2010-2011: Yes / No
Indicator(s) of achievement

Performance
Target(i) Percentage of beneficiaries respondents confirming having met learning objectives mostly or fully

ActualRevised target

Actual

75%

88.5%

n/a

88%

3000

1327

n/a

3600

E-Learning courses

50

28

n/a

55

Blended courses

4

0

n/a

1

Face-to-face courses

25

17

n/a

34

Outputs(i) Training delivered to 1,700 beneficiaries in collaboration with partner institutions, through 50 e-Learning
courses, 4 blended courses and 25 face-to-face courses:
Beneficiaries

Assessment: The Programme has achieved the expected result in the specific area. In terms of outputs, the delivery of blended courses should be reinforced and more opportunities should be
identified for the use of such cost effective mode of delivery.
Recurrent(b): Training offerings diversified in languages other than English

Carry over from 2010-2011: Yes / No
Indicator of achievement:(i) Number of face-to-face courses delivered in French or Spanish languages(ii) Number of e-Learning courses implemented in Arabic, French or Spanish languages

Performance
TargetActualRevisedActual

4

0

n/a

0

55*

0

n/a

0

2012 – 2013 Programme Performance Report
Peacekeeping Training Programme
Outputs(i) Training content developed in French or Spanish languages

4

1

n/a

4

Assessment: The Programme is currently working towards the achievement of the expected result. Training material related to four different courses has been adapted in languages other thanEnglish. The delivery of the courses is planned for the biennium 2014 – 2015.
* Please note that this target has been misreported and should read 8.
Recurrent(c): Increased collaboration in training design and implementation with new partners as part of an expanding PTP network

Carry over from 2010-2011: No
Indicator of achievement:

Performance
Target(i) Number of activity/events designed and implemented with new partners

ActualRevised target

Actual

8

4

n/a

8

(i) Partnership agreements negotiated and concluded with external institutions

2

1

n/a

2

(ii) New thematic training content developed

8

4

n/a

8

Outputs

Assessment: The Programme has achieved the expected result in the specific area.

Recurrent(d): Enhanced quality of PTP training
Carry over from 2010-2011:
Indicator of achievement:

Performance
Target(i) Number of international certifications

ActualRevised target

Actual

4

2

n/a

4

4

2

n/a

4

Outputs(i) Curricula aligned with international standards
Assessment: The Programme has achieved the expected result in the specific area.
Recurrent
Carry over from 2010-2011:(e): Enhanced capacity of peacekeeping training institutions in Africa
Indicator of achievement:(i) Number of trained trainers delivering peacekeeping training at regional and/or country levels
Outputs:

Performance
TargetActual12

Revised target
n/aActualn/an/a

2012 – 2013 Programme Performance Report
Peacekeeping Training Programme(i) Peacekeeping trainers trained

100

n/a

72

205

Assessment: The Programme has achieved the expected result in the specific area and the planned outputs have been largely surpassed. As per the indicator of achievement above, a comprehensive
evaluation is being conducted to assess the extent to which newly trained trainers are actually using the knowledge and skills transferred through the training of trainers (application assessment).

3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Recurrent
Carry over from 2010-2012: Yes/No

Alignment of PTP training courses with UNITAR Quality Assurance Guidelines
Indictor(s) of achievement:(i) Number of submissions

Performance
TargetActual (mid-term) Revised target

Actual

4

3

n/a

6

4

3

n/a

6

Outputs:(i) PTP Courses aligned with UNITAR Quality Assurance Guidelines
Assessment: The Programme has achieved the expected result in the specific area.

4. Performance Challenges and Lessons to be Learned
Although the Programme has achieved – and in many cases surpassed – the expected results, the major challenge remains the raising of sufficient funds in a timely manner.

2012 – 2013 Programme Performance Report
Public Finance and Trade Programme

Public Finance and Trade Programme

Surpassed or within 10% of target

1. Overall assessment
For the Biennium 2012-2013, the Programme had set challenging but achievable targets. The main achievements forthis period included: (a) Consolidation and expansion of projects with existing partners; (b) Expansion of projectproducts to include in-country regional face-to-face training, as well as fee-based face-to-face activities in Geneva; (c)start of soft skills training for delegates and officials in Geneva; (d) customization of portal for specific partner needs;and (e) use of virtual discussions and Communities of Practice for cost-effective but impactful interaction amongprofessionals.
3. 1 Expected Accomplishments

Between 10%-25% of target

Below 25% of meeting target

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

2,158,637
1,949,398
156,638
1,881,496

2.5 Expenditures

1,719,466

2.6 Carry over 2014-2015(a): Enhanced knowledge and awareness of finance and trade-sector officials and other relevant stakeholders to addressinternational and regional challenges in public finance, tade and intellectual property.

318,668

Recurrent
Carry over from 2010-2011: No

Indicator(s) of achievement

Performance
TargetActualRevised target

ActualPercentage of beneficiary respondents confirming having met ‘fully’ or ‘mostly’ the course objectives.

70

95%

n/a

92%

4,000

2,409

n/a

4,457

Outputs

i. Trained beneficiaries to address international and regional challenges in public finance, trade andintellectual property
Assessment: The performance target was fully met.

(b): Increased awareness among officials to foster good practice and exchange of ideas using innovative learning methodologies

Recurrent
Carry over from 2010-2011: No

Indicator of achievement:

Performance
TargetPercentage of beneficiary respondents reporting increased awarenesson fostering good practice and exchange ofideas using innovative learning methodologies
70%

ActualRevisedActual

83%

n/a

86%

450

n/a

937

Outputsi. Virtual discussions mentored by experts would have been organized with a view to networking andinformation exchange on themes relating to public finance, trade and intellectual property
900
Assessment: The performance target was fully met.

2012 – 2013 Programme Performance Report
Public Finance and Trade Programme

Recurrent(c): Enhanced relations with partners to expand e-Learning as a mode of training and outreach

Carry over from 2010-2011: No

Indicator of achievement:

Performance
TargetActualRevised target

ActualPercentage of beneficiaries trained through e-Learning partnerships

33%

75%

n/a

88%

Outputs

i. Partnership courses would have been negotiated and conducted with institutions for Anglophone,Francophopne and Hispaniphone beneficiaries.
15
17
n/a
27
Assessment: The performance target was fully met. Implementing new ways of delivering online training methodologies (pre-test, regional group metoring and collaboration,
mentor’s exclusive area, etc., provided the programme and programme staff with excellent experience in managing and expanding possibilities in online course delivery. Successful
partnership with INTOSAI Development Initiative, UNCTAD and the United Nations Economic Commission for Africa contributed largely to the number of beneficiaries trained andresource mobilization by the programme in 2012/2013.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Accomplishment: Elaboration and successful roll-out of pre-tests for one of our partners (IDI) as well as better than expected use ofCommunities of Practice and Virtual Discussions for online interaction and exchange of experiences among professionals.
Performance
Indictor(s) of achievement:
Actual (midTarget
term)

Recurrent
Carry over from 2010-2012:

Revised target

ActualAssessment: Excellent feedback from participants and partners who requested this service.

4. Performance Challenges and Lessons to be Learned
Performance Challenges: Streamlining systems (website, events management system and administration-related) to offer seamless and client-oriented service; cost of office space.
Lessons to be learned: Diversification of products and services and a client-oriented approach allows us to expand our project portfolio.

2012 – 2013 Programme Performance Report
Decentralized Cooperation Programme (Local Development Programme)

Decentralized Cooperation Programme*

Surpassed or within 10% of target Between 10%-25% of target

1. Overall assessment*The Local Development Programme name was changed to the Decentralized Cooperation Programme (DCP) throughAdministrative Circular AC/UNITAR/2013/13.

Below 25% of meeting target

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

9,289,752
7,338,912
2,233,076
7,224,641

One of the main achievements of DCP over the 2012-2013 biennium is the number of local authorities/actors trained onsustainable development, resulting in an the Programme surpassing its target by 50%, and contributing to some 27% of 2.5 Expenditures
the Institute’s total number of beneficiaries. Besides, the Programme managed to expand the CIFAL Global Network
through the creation of new centres, while consolidating the overall governance of the Network.

7,005,339

In parallel, DCP surpassed its revised targets in terms of new partnerships developed, both with financial and non
financial partners, allowing for the delivery of new flagship products, such as the Development Policies and Practices
Master’s Degree jointly delivered by UNITAR and the Graduate Institute of Geneva to high level officials from the Afghan
Ministry of Finance – the first Master’s Degree ever delivered by UNITAR. Other main projects launched in 2012-2013,
but to concretize in 2014, include the establishment of the Annemasse Agglo International Platform for Public-Private
Partnerships, and the kick-start of the CIFAL Maghreb activities – two projects which are still under development.
In addition to expected accomplishments, the Programme also achieved new projects such as the delivery of a blended
product to strengthen knowledge of Asian local authorities and actors on integrated urban management (SymbioCity),
the delivery of online courses for strengthened local governance, and the development of a new annual initiative on
DRR, with a high level conference organized in Chile, to name a few.
3. 1 Expected Accomplishments

2.6 Carry over 2014-2015(a) Strengthened knowledge and skills of local authorities/actors on sustainable development and MDGs

2,452,378

Recurrent
Carry over from 2010-2011: Yes / No

Indicator(s) of achievement
Percentage of beneficiary respondents confirming having met “fully” or “mostly” the learning
objectives
Outputs
i. Training delivered by CIFAL centres to 9,000 local authorities/actors on sustainable development
and MDGs

Performance
TargetActualRevised target

Actual

70%

n/a

70%

n/a

9’000

13’538250

297

11’000ii. Training delivered by PHPO to 250 local authorities from Nigeriaiii. Algerian trainers certified through training of trainers

New indicator

160

iv. 400 local authorities trained through the Annemasse platform

New indicator

400

02012 – 2013 Programme Performance Report
Decentralized Cooperation Programme (Local Development Programme)
Assessment:- Over 2012-2013, the CIFAL Network delivered capacity-building activities to 13’538 beneficiaries, thereby surpassing by 50% the revised target of 9’000 beneficiaries(2012: 7’273 beneficiaries, of which 1’276 took part in activities associated with learning outcomes; 2013: 6’265 beneficiaries, of which 1’484 took part in activities
associated with learning outcomes. There was an increase of 16% of the number beneficiaries from learning outcome associated activities from 2012 to 2013).
- During the Biennium, PHPO conducted activities delivered to 287 beneficiaries. This included the Micro-Enterprise Acceleration Programme, Stakeholders Analysis for
implementation of a Monitoring and Evaluation System in Delta State, TOT of Health Workers, a Course on Project Management for Sustainable Development, a course on
Flood Disaster Risk management, among other activities. Overall, the Project Office surpassed its beneficiaries target by 19%.
- Training of Trainers activities could not be implemented in Algeria due to lack of feedback from the Ministry of Interior and Local Authorities with regard to theprogrammes proposed by UNITAR, and major changes within the Ministry in the course of the year 2013 (replacement of the Minister and the Secretary General initially incharge of the project, dismissal of the Director of Training without replacement).
- The Annemasse Agglo Platform was prevented from crystallizing because of the lack of legal Framework agreement between the French Government and UNITAR, due tointer-ministerial issues within the French Government. The Framework agreement shall be signed in March 2014 allowing for further advancement of the project.

(b) Expanded outreach for municipalities and communities to access CIFAL knowledge and capacitybuilding/training services for sustainable cities development
Indicator of achievement:
Number of new CIFAL centres established in at least 3 of the following locations: Sub-Saharan Africa,
MENA Maghreb, Asia, Latin America and MENA Middle East

Performance
TargetRecurrent
Carry over from 2010-2011: Yes / No

Actual5

RevisedActual2

3

Outputsi. Agreements concluded and signed with 2 new CIFAL partners
2
3
Assessment:
New CIFAL centres have been established in Algiers, Algeria (CIFAL Maghreb) and Merida, Mexico (CIFAL Merida), allowing for a greater outreach of UNITAR activities in theconcerned regions. In addition, a partnership agreement was signed between UNITAR and the city of Quito, Ecuador, for the establishment of CIFAL Quito, to be inaugurated by
mid-2014 after local administrative procedures are cleared.
Beyond the numerical expansion of the Global CIFAL Network through the establishment of new affiliated centres, it should be noted that the governance of the Network has beenmuch strengthened in 2012-2013, allowing for a notable qualitative improvement of the activities delivered by the Network, while the overall control of DCP over the Network
enhanced.
Recurrent(c) Expanded LDP (DCP) funding partnership baseCarry over from 2010-2011: Yes/No

Indicator of achievement:

Performance
TargetNumber of new donor partners from UN, private sector and/or academic sector

8

Outputs

ActualRevised target

Actual5

6

2012 – 2013 Programme Performance Report
Decentralized Cooperation Programme (Local Development Programme)
i. Partnership agreements signed with 5 new partners
Assessment:
Over the 2012-2013 biennium, DCP developed a number of partnerships with new donors:
1. The Afghan Ministry of Foreign Affairs
2. The Development Bank of Latin America (CAF)
3. The Government of Flanders (human mobility project)
4. The Petroleum Technology Development Fund (PTDF, Nigeria)
5. Annemasse Agglo (including indirect financial contribution from the Région Rhône-Alpes), France
6. The World Bank

5

6

Other non financial new partnerships include:- The Graduate Institute of Geneva- UNOPS- UN-Water- The Stakeholders Forum- Strathclyde University- Kennesaw University
Recurrent(d) Strengthened knowledge sharing to support CIFAL quality learning

Carry over from 2010-2011: No

Indicator of achievement:
Percentage of CIFAL centres and affiliates having accessed and applied harmonized training calendar
and other coordination tools

Performance
TargetActualRevised target

ActualRevised target

n/a

80%

100%

Outputs(i) Harmonized training calendar and other coordination tools
Revised target
n/a
80%
100%
Assessment:
The 2012-2013 biennium saw a neat enhancement of the governance of the CIFAL Global Network, including through the application by the Network of a set of institutionalframework documents. Efforts in this direction have to continue in what it relates to application of M&E tools by the Network, but the Harmonized Training Calendar has now
become an institutional monitoring tool across the CIFAL community, commonly used, regularly updated, and discussed with UNITAR on a monthly basis.

(e) Increased awareness of government officials, chief executive officers, corporate social responsibility managers
and other stakeholders on the Global Compact Principles and MDGs
Indicator of achievement:

Performance
TargetActualRecurrent
Carry over from 2010-2011: No

Revised target

Actual2012 – 2013 Programme Performance Report
Decentralized Cooperation Programme (Local Development Programme)
Percentage of beneficiaries reporting increased awareness on GCPs and MDGs

75%

75%

100%

1

1

Outputsii.

Peer-reviewed curriculum developed on GCP, CSR and regulatory governance

Revised target

n/a

iii.
Awareness-raising delivered to 100 beneficiaries
Revised target
n/a
100
216
Assessment:
Despite management change, UNITAR’s International Training Center for Corporate opportunities (ITCCO) delivered a substantial number of awareness-raising and training
activities over 2012-2013, including through the design, development and implementation of an online course on CSR. As a matter of fact, the target of 100 beneficiaries withraised awareness was surpassed by 116%. UNITAR’s M&E tools have not yet been fully embraced in 2012-2013, making it difficult to report accurately on the percentage ofbeneficiaries with increased awareness on GCPs and MDGs. However, in what it relates to the online course on CSR, the unanimity of respondents report that learning objectives
have been achieved (fully or mostly), while 91% of them reported positively on Key Performance Indicators.
Recurrent(f) Strengthened capacity in Afghanistan for effective decentralization processes

Carry over from 2010-2011: No

Indicator of achievement:
Percentage of beneficiaries producing policy paper aimed at decentralization

Performance
TargetActualNew expected accomplishment

Revised target
100%

Actual95%

Outputsi.

20 government officials completing Executive Masters Programme in Public Policy andDevelopment
New expected accomplishment
20
19
Assessment:
20 high level officials from the Afghan Ministry of Finance took part in the Executive Masters Programme in Public Policy and Development jointly delivered by UNITAR and the
Graduate Institute of Geneva. 19 participants shall graduate 19 in February 2014. One of the participants will graduate at a later stage, given he failed to complete one of thecourse modules, which he will take again in the near future.

(g) Strengthened capacities of government to address the multiple challenges and opportunities afforded bymigration and development

Recurrent
Carry over from 2010-2011: No

Indicator of achievement:

Performance
TargetActualPercentage of government officials trained affirming greater knowledge on migration anddevelopment

Revised target

Actual

75%

87%

1

1

Outputsi. Learning Platform on Human Mobility (LPHM) developed and operational

n/a

n/a

2012 – 2013 Programme Performance Report
Decentralized Cooperation Programme (Local Development Programme)
ii. 50 municipal and regional authorities trained through LPHM
iii. 50 migration specialists, development practitioners and national/regional trainers trained on
migration and development project objectives

n/a

n/a

50

57

n/a

n/a

50

52

iv. 50 migration and development targets trained on GFMD recommendations
n/a
n/a
50
n/aa
v. 50 stakeholders trained from national and regional centres on actualization of GFMD
recommendations
n/a
n/a
50
na
vi. Knowledge products formulated for learning outcomes in the context of the World Bank KNOMAD
Projectn/an/a
Not quantified
3
Assessment:
Re. Outputs iv and v: the project on the actualization of GFMD recommendations and support to training centers on migration has yet to materialize. Other project outcomes citedare part of separate projects, i.e. LPHM and project with GMG and World Bank.
3.2 Unintended Accomplishments (i.e. not in approved revision of the programme budget)
Unintended accomplishments include- Strengthened knowledge of Asian local authorities and actors on integrated urban management (SymbioCity Project)- Improved resilience of Latin American cities to disasters- Strengthened knowledge of local authorities and actors on urban governance and services through delivery of online courses
Performance
Indictor(s) of achievement:
Actual (midTarget
term)
Percentage of beneficiaries reporting positively on Key Performance Indicators in relation tocapacity-building activities on integrated urban management, resilience to disasters in Latin America,
and urban governance and services**Only applicable to outputs (i) and (iii) below

Recurrent

Carry over from 2010-2012: Yes/No

Revised target

Actual

n/a

n/a

n/a

88%

(i) Asian local authorities and actors trained on SymbioCity(ii) Latin American national and local decision makers exchanging best practices on DRR andresilience

n/a

n/a

n/a

31

n/a

n/a

n/a

70

(iii) Local actors trained online on urban governance and urban services-related topics
Assessment:

n/a

n/a

n/a

198

Outputs

4. Performance Challenges and Lessons to be Learned
DCP has undergone various staff related challenges in 2012-2013, which has punctually affected the team productivity. However, a full team was on board again from the second
quarter of 2013 onwards, which allowed for increased results on targets. Notwithstanding a recognized level of performance and continued cordial relationships with Veolia
Environnement, a substantial institutional partnership with this donor could not be renewed because of turmoil internal to the company. This unexpected fact affected the2012 – 2013 Programme Performance Report
Decentralized Cooperation Programme (Local Development Programme)
financial stability of the Programme, which nevertheless managed to further diversify its funding sources. In terms of performance, only a very limited number of planned projects
did not crystallize, but shall do so in 2014-2015.

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