Results based budgeting and performance appraisal system

Reporting will focus on performance against expected results.

Enhancing organizational capacity, efficiency, performance, accountability, and results

Objectives for the biennium, expected results and performance indicators

Creating a results oriented, high performance Organization requires increased investment in human resources.

The review itself would serve to promote organizational learning in improving performance for results.

This strategy results in a performance of about 15 per cent for the stage.

(g) A sharper and clearer definition of the terms objective , output , results , performance indicator and performance measurement

2005 20 Report on UNDP performance and results for 2004

Our performance in those areas compares favourably with the results in our own region and elsewhere.

The analytical results they submit are used to asses their performance.

Objectives for the biennium, expected results and performance indicators new presentation

UNAIDS to support and disseminate the results of performance reviews in 10 countries by December 2006.

Regional offices provide support and oversight in the application of results based and performance management methods.

The report reveals significant variations across the various fields in relation to both performance and results.

This strategy results in a performance penalty of about a l5 per cent for the stage.

Information on performance of the programmes financed, including actual results achieved against targets.

The Committee requests that the Rwanda Tribunal report on the results achieved in this matter in the performance reports.

The present report assesses actual performance against planned results based frameworks set out in the 2004 05 budget.

Results based budgeting, in the form proposed by the Secretary General for implementation at the United Nations, is a programme budget process in which (a) programme formulation revolves around a set of predefined objectives and expected results (b) expected results would justify resource requirements which are derived from and linked to the outputs required to achieve such results and (c) actual performance in achieving results is measured by objective performance indicators. A 53 500

OIOS monitoring staff provide support to programmes in enhancing their programme performance reporting in the framework of results based management.

The present report assesses actual performance against the planned results based frameworks set out in the 2004 05 budget.

The present report assesses actual performance against the planned results based frameworks set out in the 2004 05 budget.

The present report assesses actual performance against the planned results based frameworks set out in the 2004 05 budget.

The present report assesses actual performance against the planned results based frameworks set out in the 2004 05 budget.

These bureaux will continue focussing on results and performance in line with the MYFF framework and established management mechanisms.

(a) The Secretariat would effectively be held accountable for achieving results since (i) The proposed programme budget would be formulated around a set of predefined objectives and expected results (ii) Expected results would justify resource requirements that would be derived from and linked to the outputs required to achieve such results (iii) Actual performance in achieving results would be measured by objective performance indicators, which would be reported on ex post

Statements of objectives and results, and performance indicators not required for all policy making organs.

Moreover, at a time when performance based government is increasingly the norm, managing for results systems are becoming critical links between resources and results.

Results based management involves the following key steps defining strategic objectives specifying results that contribute to these goals and aligning programmes, processes and resources behind them engaging in ongoing monitoring and assessment of performance and improving accountability by means of continuous feedback on performance.

Results based management involves the following key steps defining strategic objectives specifying results that contribute to these goals and aligning programmes, processes and resources behind them engaging in ongoing monitoring and assessment of performance and improving accountability by means of continuous feedback on performance.

Changes in the Performance Appraisal System and other initiatives are indispensable elements in our efforts to introduce a results based work culture.

A performance appraisal system should also be integrated into results based budgeting to improve its implementation.

The results based management and performance management systems will reflect the priority accorded to these issues.

UNDP has developed a Gender Scorecard as a monitoring tool to measure organizational performance and results.

The terms of reference should also include performance indicators such as timeliness for evaluation of results.

Periodic reporting will remain the primary mechanism for reviewing progress in relation to organizational targets, performance standards and results for children.

The Advisory Committee is of the view that cost sharing should be applied and the results systematically reported in performance reports.

As outlined in the 2004 2007 MYFF report on UNDP performance and results, organizational effectiveness is an area requiring additional improvement.

The Subcommittee reviewed the programme performance for 2002 2003, which contained the first results based programme performance report for ESCAP, in line with the new reporting procedures established by United Nations Headquarters.

One proposal put forward was that UNCCD move to results based budgeting, including the development of a framework of objectives, outputs, expected results and performance indicators.

The examination results at the General Certificate of Education, Ordinary Level, are another indication of poor performance.

The period 2003 2004 was also the first performance period for which the missions were able to assess their performance against the planned results based frameworks set out in the 2003 2004 budgets.

(iii) Managing performance and contracts part III of the series on managing for results in the United Nations system (A 59 632)

UNDP has started to develop the key building blocks for implementing results based budgeting. This includes employing the Atlas system as a performance management system, linking resources to results and costing of outputs and results.