Glossary of Terms in Monitoring, Evaluation and Results Based Management

CAC THUAT NG TRONG THEO DOI, ANH GIA VA QUAN LY DA TREN KET QUA
GLOSSARY OF TERMS IN MONITORING, EVALUATION AND RESULTS BASED MANAGEMENT
Ha Noi, 2008
UNFPA, Qu dn s Lin hp quc, mt t chc pht trin quc t, ang hot ng nhm thc y quyn cho mi ph n, nam gii v tr em u c c mt cuc sng di do sc khe v c c hi bnh ng. UNFPA ang h tr cc nc trong vic s dng s liu dn s xy dng chnh sch v chng trnh nhm xo i gim ngho v m bo rng mi ph n u c thai theo mun, tr em u c sinh ra an ton, thanh thiu nin u khng mc phi HIV/AIDS, tr em gi cng nh ph n u c i x bnh ng v tn trng
UNFPA, the United Nations Population Fund, is an international development agency that promotes the right of every woman, man and child to enjoy a life of health and equal opportunity. UNFPA supports countries in using population data for policies and programmes to reduce poverty and to ensure that every pregnancy is wanted, every birth is safe, every young person is free of HIV/AIDS, and every girl and woman is treated with dignity and respect.
Li ni u
Ngy cng c thm cc thut ng trong lnh vc qun l, thc hin, theo di, nh gi chng trnh, d n. Trong mt s trng hp, cc thut ng ny ch l din gii li. Mt s trng hp khc th a ra cc khi nim chuyn mn hon ton mi. Mt s thut ng tuy tng c s dng ph bin trong ngn ng hng ngy song vn cn tng i kh hiu. Mt s khc c s dng rng ri bng ting quc ng hoc bng ting Anh nguyn bn nhng cng cha c hiu ng ngha. Nhiu thut ng mc d tr thnh quen thuc nhng kh c th dch ra mi th ting. Mc ch ca vic ra i cun thut ng ny l gip cc ng nghip gim bt cc kh khn trong phin gii ng, ngha. Cun thut ng cng s gp phn nng cao cht lng o to, thc hin, theo di, nh gi v qun l chng trnh do UNFPA ti tr. gp phn phin gii chnh xc v c cng chung cch hiu v cc thut ng quc t, Vn phng UNFPA la chn v dch sang ting Vit mt s thut ng chnh (ca UNFPA, UNDP, UNICEF, UNDG, OECD/DAC, WB v mt s t chc khc) c cc cn b qun l chng trnh d n v cc chuyn gia theo di, nh gi s dng. Cc thut ng c trnh by song ng AnhVit, theo trnh t ch ci ca t/thut ng ting Anh. Xin c gi lu do l cc t, thut ng k thut nn khng trnh khi vic phin gii cha chn vn ng hon ton ng ngha trong ting Vit. V vy vn mong nhn c s ng gp kin ca c gi gip chng ti nng cao cht lng ln ti bn tip theo.
Ian Howie Trng i din Qu Dn s Lin hp quc ti Vit Nam
Foreword
Not surprisingly, as thinking on development has advanced in the light of experience, new terms dealing with programme delivery, project management, and monitoring and evaluation (M&E) have emerged. In some cases these may be re-interpretations. In others, they represent new technical concepts. Certain terms once widely used in everyday vocabulary also pass into obscurity. Others can be widely used today in a national language, in their original English form, and never properly understood. Still more, even though in popular use, remain difficult to apply in whatever language. It is the purpose of this glossary to assist colleagues overcome difficulties in interpretation and meaning. It is also anticipated that publication will enhance the quality of training, implementation, monitoring and evaluation and management of the UNFPA-funded programme. In order to facilitate an accurate interpretation and a common understanding of, relevant international terms in Vietnamese, the UNFPA Country Office selected and translated key terms (i.e. those used by UNFPA, UNDP, UNICEF, UNDG, OECD/DAC, WB and others) into Vietnamese for use by programme/ project managers and monitoring and evaluation specialists. All the terms included are presented bilingually and ordered alphabetically by English. Readers should note that due to the complexity of the technical language used, some interpretations into Vietnamese may not attain the highest possible accuracy. Where this happens, the UNFPA Country Office would welcome receiving comments from the users of this glossary. Such inputs will help us improve the next edition.
Ian Howie Representative United Nations Population Fund in Viet Nam
Cc thut ng trong theo di, nh gi v qun l da trn kt qu
A
Accountability
Responsibility and answerability for the use of resources, decisions and/or the results of the discharge of authority and official duties, including duties delegated to a subordinate unit or individual. In regard to programme managers, the responsibility to provide evidence to stakeholders that a programme is effective and in conformity with planned results, legal and fiscal requirements. In organizations that promote learning, accountability may also be measured by the extent to which managers use monitoring and evaluation findings.
Trch nhim gii trnh

Chu trch nhim v gii trnh c vic s dng cc ngun lc, cc quyt nh v/hoc cc kt qu ca c quan c thm quyn, cc nhim v chnh thc v k c cc nhim v c giao cho cc c nhn hoc n v di quyn. i vi cc cn b qun l chng trnh, iu ny th hin trch nhim cung cp cc bng chng cho cc i tc chng t chng trnh c hiu qu, ph hp vi cc kt qu d nh v vi cc yu cu v php l v ti chnh. Trong cc t chc khuyn khch o to hc hi, trch nhim gii trnh c th c nh gi thng qua cch thc cc nh qun l s dng cc kt qu theo di v nh gi.
Achievement
A manifested performance determined by some type of assessment.
Thnh qu
Kt qu thc hin c xc nh thng qua mt hnh thc nh gi no .
Activity
Actions taken or work performed through which inputs such as funds, technical assistance and other types of resources are mobilized to produce specific outputs.
Hot ng
Cc hnh ng hoc cc cng vic c thc hin nh huy ng cc u vo nh kinh ph, h tr k thut v cc loi ngun lc khc nhm mang li cc u ra c th.
Glossary of terms in monitoring, evaluation and results based management
Additional output
Output that was implemented in addition to those initially programmed in the programme budget. They are of two types: - added by legislation - Outputs added by a legislative decision taken after the biennial budget was approved; - refers to outputs that have been introduced additionally by programme managers by using the resources released from postponements and/or terminations or as the response to request received and funded through extra budgetary means to enhance the attainment of the objectives and expected accomplishments of the subprogramme.
u ra b sung
u ra c thc hin thm so vi k hoch ban u trong ngn sch chng trnh. C hai loi u ra b sung: - b sung do cp c thm quyn: Nhng u ra c b sung bng mt quyt nh php l sau khi ngn sch c thng qua; - u ra c cn b qun l chng trnh b sung, s dng nhng ngun lc sn c do tr hon v/hoc kt thc cc hot ng khc hoc cc u ra khc c thm kinh ph, nhm thc y vic t c cc mc tiu v thnh qu mong i ca tiu chng trnh.
Advocacy
Pleading for, speaking on behalf of or recommending something or someone. UNDPs advocacy role is one of promoting the human development agenda at the global, regional and national level through issues as diverse as debt relief, gender equality, poverty eradication, climate change and good governance. Part of soft assistance.
Tuyn truyn vn ng
Hot ng ku gi hoc khuyn ngh v mt vn g hoc mt ai . Vai tr tuyn truyn vn ng ca UNDP l gp phn thc y din n pht trin con ngi tm quc gia, khu vc v ton cu thng qua hng lot cc vn nh gim n, bnh ng gii, xa i gim ngho, thay i kh hu v qun tr nh nc tt. Tuyn truyn vn ng l mt phn ca h tr mm. 6
Analysis
The process of systematically applying statistical techniques and logic to interpret, compare, categorize, and summarize data collected in order to draw conclusions.
Phn tch
Qu trnh p dng mt cch c h thng cc k thut thng k v lp lun theo trnh t din gii, so snh, phn loi v tm tt cc d liu thu thp c nhm rt ra cc kt lun.
Analytical method
A means to process, understand and interpret data.
Phng php phn tch

Cch x l, hiu v phin gii s liu/d liu.
Analytical tools
Methods used to process and interpret information during an evaluation.
Cng c phn tch

Cc phng php c s dng x l v phin gii thng tin trong mt cuc nh gi.
Applied research
A type of research conducted on the basis of the assumption that human and societal problems can be solved with knowledge. Insights gained through the study of gender relations for example, can be used to develop effective strategies with which to overcome, socio-cultural barriers to gender equality and equity. Incorporating the findings of applied research into programme design therefore can strengthen interventions to bring about the desired change.
Nghin cu ng dng
Loi nghin cu da trn c s mt gi nh l cc vn ca con ngi v x hi c th c gii quyt bng kin thc. Nhng hiu bit thu o thu c qua nghin cu, v d nh v quan h gii, c th c s dng xy dng cc chin lc c hiu qu nhm vt qua cc ro cn vn ho x hi i vi bnh ng gii. Tp hp cc kt qu ca nghin cu ng dng vo trong thit k chng trnh lm tng cng hiu qu can thip, mang li thay i mong mun.
Appraisal
An assessment, prior to commitment of support, of the relevance, value, feasibility, and potential acceptability of a programme in accordance with established criteria.
Thm nh
Mt nh gi (trc khi cam kt h tr) v tnh ph hp, tnh gi tr, tnh kh thi v kh nng c chp nhn ca mt chng trnh theo ng vi cc tiu chun t ra.
Assumptions
Hypotheses about conditions that are necessary to ensure that: (1) planned activities will produce expected results; (2) the cause effect relationship between the different levels of programme results will occur as expected. Achieving results depends on whether or not the assumptions made prove to be true. Incorrect assumptions at any stage of the results chain can become an obstacle to achieving the expected results.
Gi nh
Nhng gi thuyt v cc iu kin cn thit m bo rng: (1) cc hot ng theo k hoch s t c cc kt qu mong i; (2) quan h nhn-qu gia cc mc kt qu khc nhau ca chng trnh s xy ra nh mong i. Vic t c cc kt qu s ph thuc vo cc gi nh c c chng minh l ng hay khng. Cc gi nh khng ng bt k giai on no ca chui kt qu cng c th l tr ngi cho vic t c kt qu mong i.
Attribution
Causal link of one event with another. The extent to which observed effects can be ascribed to a specific intervention.
Quy kt
Kt ni nguyn nhn ca mt s kin ny vi mt s kin khc. Mc tc ng c th c qui cho mt can thip c th.
Auditing
An independent, objective, systematic process that assesses the adequacy of the internal controls of an organization, the effectiveness of its 8
Kim ton/ Kim chng

Mt qu trnh c lp, khch quan mang tnh h thng, nh gi y vic kim sot ni b ca mt t chc, hiu qu ca qu trnh qun l
Cc thut ng trong theo di, nh gi v qun l da trn kt qu risk management and governance processes, in order to improve its efficiency and overall performance. It verifies compliance with established rules, regulations, policies and procedures and validates the accuracy of financial reports. ri ro nhm ci thin hiu sut v thc hin cng vic. Kim ton xc minh s tun th cc quy tc, quy nh, chnh sch v th tc ra, cng nh xc nh tnh chnh xc ca cc bo co ti chnh.
Authority
The power to decide, certify or approve.
Thm quyn
Quyn quyt nh, xc nhn hoc ph chun.
B
Baseline information
Facts about the condition or performance of subjects prior to treatment or intervention.
Thng tin ban u

Cc thng tin/d kin thc t v tnh trng hoc hot ng ca cc i tng trc can thip.
Benchmark
Reference point or standard against which progress or achievements can be assessed. A benchmark refers to the performance that has been achieved in the recent past by other comparable organizations, or what can be reasonably inferred to have been achieved in similar circumstances.
i chun
im tham chiu hay chun mc da vo c th nh gi tin v thnh tu t c. i chun da vo thnh tch t c ca cc t chc khc (c th em ra so snh) trong thi gian gn y, hoc da vo nhng g m theo suy lun hp l l t c trong cc iu kin tng t.
Beneficiaries
Individuals, groups or entities whose situation is supposed to improve (the target group), and others whose situation may improve as a result of the development intervention.
i tng hng li
Cc c nhn, nhm ngi hay cc c quan nhn c cc li ch hay ci thin tnh hnh ca mnh nh cc hot ng can thip.
Best practices
Planning, organization, managerial and/or operational practices that have proven successful in particular circumstances and which can have both specific and/ universal applicability. Best practices are used to demonstrate what works most effectively and to accumulate and apply knowledge about how and why they work in different situations and contexts.
Thc hnh tt nht

Cc thc hnh lp k hoch, t chc, qun l v/hoc tc nghip c chng minh l thnh cng trong hon cnh nht nh v c th p dng ring hoc p dng chung. Thc hnh tt nht c s dng chng minh hot ng no c hiu qu nht, tp hp v ng dng kin thc v vic hot ng tin trin nh th no v ti sao li tin trin trong cc tnh hung v hon cnh khc nhau.
Bias
Refers to statistical bias. Inaccurate representation that produces systematic error in a research finding. Bias may result in overestimating or underestimating certain characteristics of the population. It may result from incomplete information or invalid data collection methods and may be intentional or unintentional.
Sai s
Sai s lin quan n thng k. Kt qu nghin cu khng ng do sai s h thng. Sai s c th dn n vic c lng thp hoc c lng cao nhng c trng nht nh ca qun th. Sai s c th xy ra do thng tin thu thp cha y hay phng php thu thp s liu sai c ch nh hoc khng c ch nh.
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C
Capacity
The knowledge, organization and resources needed to perform a function.
Nng lc
Kin thc, cch t chc v cc ngun lc cn thc hin mt chc nng no .
Capacity development
A process that encompasses the building of technical abilities, behaviours, relationships and values that enable individuals, groups, organizations and societies to enhance their performance and to achieve their development objectives over time. It progresses through several different stages of development so that the types of interventions required to develop capacity at different stages vary. It includes strengthening the processes, systems and rules that shape collective and individual behaviours and performance in all development endeavours as well as people's ability and willingness to play new developmental roles and to adapt to new demands and situations. Capacity development is also referred to as capacity building or strengthening.
Pht trin nng lc

Mt qu trnh bao gm xy dng kh nng k thut, hnh vi, mi quan h v cc gi tr khuyn khch cc c nhn, tp th, cc t chc, v on th tng cng thc hin cng vic nhm t c cc mc tiu pht trin theo thi gian. Qu trnh ny tri qua mt s giai on pht trin do loi hnh can thip cn cho vic nng cao nng lc cc giai on khc nhau cng rt khc nhau. N bao gm vic cng c cc qu trnh, h thng v lut l nhm to nn hnh vi v thc hnh ca c nhn v tp th, trong phm vi kh nng v mong mun ca con ngi c ng vai tr mi v thch nghi vi yu cu v hon cnh mi. Pht trin nng lc cng c gi l xy dng v nng cao nng lc.
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Case study
The examination of the characteristics of a single case (such as an individual, an event, a programme or some other discrete entity). A sample of multiple cases can also be examined to look for commonalities and to identify patterns. Case studies are often used to gather qualitative information in support of findings obtained through quantitative methods.
Nghin cu tnh hung

Xem xt cc c im ca mt trng hp (mt c nhn, s kin, chng trnh hoc mt c quan c th). Mt mu nghin cu gm nhiu trng hp cng c th c nghin cu tm ra nhng im chung v xc nh m hnh. Nghin cu tnh hung c s dng thu thp thng tin nh tnh gii thch cc kt qu ca cc nghin cu nh lng.
Causal relationship
A logical connection or cause-effect linkage ascribed to the relationship between accomplishments/results and efforts to achieve them or between final results and their impact on the target beneficiaries.
Mi quan h nhn qu
Mi lin kt logic hoc lin kt nguyn nhn kt qu c quy cho mi lin h gia kt qu v nhng n lc t c, hoc gia kt qu cui cng v tc ng ca chng i vi i tng hng li.
Causality analysis
A type of analysis used in programme formulation to identify the root causes of development challenges. Development problems often derive from the same root causes. The analysis organizes the main data, trends and findings into relationships of cause and effect. It identifies root causes and their linkages as well as the differentiated impact of the selected development 12
Phn tch nguyn nhn

Mt kiu phn tch s dng trong qu trnh xy dng chng trnh xc nh nguyn nhn gc r ca cc thch thc. Cc vn thng xut pht t mt hay nhiu nguyn nhn gc r ging nhau. Phn tch nguyn nhn a ra cc d liu chnh, cc xu hng v pht hin v quan h nhn - qu. Phn tch ny xc nh cc nguyn nhn gc r, mi lin h gia chng v cc tc ng khc nhau ca
Cc thut ng trong theo di, nh gi v qun l da trn kt qu challenges. Generally, for reproductive health and population problems, a range of causes can be identified that are interrelated. A causality framework or causality tree analysis (sometimes referred to as problem tree) can be used as a tool to cluster contributing causes and examine the linkages among them and their various determinants. cc thch thc. Nhn chung, i vi vn sc khe sinh sn v dn s, hng lot cc nguyn nhn c lin h tng h. Mt khung nguyn nhn hay phn tch cy nguyn nhn (cn gi l cy vn ) c th c s dng lm cng c phn nhm cc nguyn nhn v kim nh cc mi lin h gia chng v cc yu t nh hng.
Chain of results
The causal sequence in the planning of a development intervention that stipulates the possible pathways for achieving desired results beginning with the activities through which inputs are mobilized to produce specific outputs, and culminating in outcomes, impacts and feedback. The chain of results articulates a particular programme theory.
Chui cc kt qu
Chui nguyn nhn trong lp k hoch h tr can thip s quy nh cc ng hng c th t c kt qu mong mun, bt u bng cc hot ng, thng qua cc u vo c huy ng to ra cc u ra c th v ri n cc kt qu, tc ng v phn hi. Chui kt qu khp ni vi nhau thnh mt l thuyt chng trnh c th
Client satisfaction
The satisfaction of a programmes clients, defined as the organizations or individuals who are affected by that programme, often measured in terms of meeting their needs or expectations.
S hi lng ca khch hng

S hi lng ca khch hng ca mt chng trnh (chnh l i tng c nhn hoc t chc chu tc ng ca chng trnh) thng c o bng mc tha mn nhu cu hoc mong mun ca h.
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Conclusion
A reasoned judgement based on a synthesis of empirical findings or factual statements corresponding to a specific circumstance.
Kt lun
Nhn nh hp l da trn s tng hp cc pht hin chnh hay cc nhn xt thc t lin quan n mt hon cnh c th.
Condition
The situation that exists, and that the evaluator seeks to describe and explain. Condition can describe how well a programme is operating or the problem it is facing.
iu kin
Hin trng m ngi nh gi cn phi m t v gii thch. iu kin c th m t chng trnh ang c trin khai mc nh th no hoc vn m chng trnh ang gp phi.
Contribution
The link between the activities carried out by various organizational units to arrive at final products or services delivered to end-users to accomplish a desired result.
ng gp
Mi lin h gia cc hot ng c thc hin bi nhiu n v khc nhau t c cc kt qu hoc dch v cui cng nhm cung cp cho ngi s dng t c kt qu mong i.
Control group
A selected subgroup of beneficiaries who do not receive the same treatment, input or training, but share characteristics similar to the target group. Thus, differences between the control group and the target group can be measured and evaluated.
Nhm i chng
Mt nhm nhng ngi hng li c chn la, nhm ny c nhng c im tng t nh nhm ch nhng khng b nh hng bi cc h tr can thip (khng c hng li t can thip v d nh o to chng hn). V vy, s khc bit gia nhm chng v nhm ch c th c o lng v nh gi ( so snh). 14
Cost-benefit analysis
A type of analysis that compares the costs and benefits of programmes. Benefits are translated into monetary terms. In the case of an HIV infection averted, for instance, one would add up all the costs that could be avoided such as medical treatment costs, lost income, funeral costs, etc. The cost-benefit ratio of a programme is then calculated by dividing those total benefits (in monetary terms) by the total programme cost (in monetary terms). If the benefits as expressed in monetary terms are greater than the money spent on the programme, then the programme is considered to be of absolute benefit. Cost-benefit analysis can be used to compare interventions that have different outcomes (family planning and malaria control programmes, for example). Comparisons are also possible across sectors. It is, for instance, possible to compare the cost-benefit ratio of an HIV prevention programme with that of a programme investing in girls education. However, the valuation of health and social benefits in monetary terms can sometimes be problematic (assigning a value to human life, for example)
Phn tch chi ph - li ch

Mt phn tch so snh chi ph v li ch ca chng trnh. Li ch c qui i thnh tin. V d, trong trng hp ngn nga c mt ca ly nhim HIV th s tit kim c cc khon chi ph nh chi ph iu tr, mt thu nhp, hay chi ph ma chay. Chi ph ny s c cng li v so snh vi chi ph ngn nga ca ly nhim HIV. T s chi ph li ch ca mt chng trnh v th c tnh bng vic chia tng cc li ch cho tng chi ph ca chng trnh (u tnh bng tin). Nu li ch quy ra tin ln hn chi ph b ra cho chng trnh th chng trnh c coi l c li ch tuyt i. Phn tch chi ph - li ch c th c s dng so snh cc can thip c cc kt qu khc nhau (v d nh cc chng trnh k hoch ho gia nh v phng chng bnh st rt). Cng c th so snh gia cc ngnh vi nhau. V d, ta c th so snh t s chi ph-li ch ca chng trnh phng chng HIV v chng trnh u t cho gio dc b gi. Tuy nhin gi tr li ch ca sc khe v li ch x hi quy ra tin i khi lm ny sinh rc ri (v nh, quy mng sng con ngi thnh tin).
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Cost-effectiveness analysis
A type of analysis that compares effectiveness of different interventions by comparing their costs and outcomes measured in physical units (number of children immunized or the number of deaths averted, for example) rather than in monetary units. Cost-effectiveness is calculated by dividing the total programme cost by the units of outcome achieved by the programme (number of deaths averted or number of HIV infections prevented) and is expressed as cost per death averted or per HIV infection prevented, for example. This type of analysis can only be used for programmes that have the same objectives or outcomes. One might compare, for instance, different strategies to reduce maternal mortality. The programme that costs less per unit of outcome is considered the more cost-effective. Unlike cost-benefit analysis, cost-effectiveness analysis does not measure absolute benefit of a programme. Implicitly, the assumption is that the outcome of an intervention is worth achieving and that the issue is to determine the most cost-effective way to achieve it.
Phn tch chi ph hiu qu

Mt phn tch so snh tnh hiu qu ca cc can thip khc nhau thng qua so snh cc chi ph b ra v cc kt qu c o lng bng cc n v thc th (v d nh so s tr em c tim chng hay s t vong c th trnh c) ch khng phi tnh theo n v tin. Chi ph hiu qu c tnh bng cch ly tng chi ph b ra ca chng trnh chia cho s n v kt qu t c (v d nh s ngi trnh b t vong hay s ca HIV c th ngn chn c) v c th hin, v d nh chi ph cho mt trng hp t vong c th trnh c hoc cho mt ca ly nhim HIV ngn nga c. Phn tch ny ch p dng c cho cc chng trnh c cng mc tiu hay cng kt qu tc ng. V d, ngi ta c th so snh cc chin lc khc nhau nhm gim t l t vong m. Chng trnh c chi ph trn mt n v kt qu thp hn s c coi l c tnh chi ph-hiu qu cao hn. Khng ging vi phn tch chi ph li ch, phn tch chi ph-hiu qu khng nh gi li ch tuyt i ca chng trnh. Ni cch khc, c cho rng kt qu ca mt can thip l t c, vn ch l phi xc nh cch chi ph c hiu qu nht t c kt qu .
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Country programme evaluation/Country assisstance evaluation

Evaluation of one or more donors or agencys portfolio of development interventions, and the assistance strategy behind them, in a partner country.
nh gi chng trnh quc gia/ nh gi vin tr quc gia

nh gi cc can thip ca mt hoc nhiu nh ti tr v chin lc h tr mt nc i tc.
Coverage
The extent to which a programme reaches its intended target population, institution or geographic area.
bao ph
Phm vi m chng trnh bao ph c qun th ch, c quan hoc khu vc a l nh t trc.
Criteria
The standards used to determine whether or not a programme or project meets expectations.
Tiu ch
Cc chun c s dng xc nh mt chng trnh hoc d n c p ng c cc mong i hay khng.
D
Data
Specific quantitative and qualitative information or facts.
D liu/s liu
Thng tin, d kin nh tnh v nh lng c th.
Data collection method

The mode of collection to be used when gathering information and data on a given indicator of achievement or evaluation. Collection methods include the review of records, surveys, interviews, or content analysis.
Phng php thu thp d liu

Cch thc thu thp thng tin v s liu v mt ch s kt qu hoc nh gi. Phng php thu thp s liu bao gm vic r sot cc bo co, iu tra, phng vn hoc phn tch ni dung.
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Data source
The origin of the data or information collected. Data sources may include informal and official records, individuals, documents, etc.
Ngun s liu/Ngun d liu

Ngun gc ca s liu hoc thng tin c thu thp. Ngun s liu c th l cc t liu chnh thc v khng chnh thc, t cc c nhn, cc ti liu,
Database
An accumulation of information that has been systematically organized for easy access and analysis. Databases are usually computerized.
C s d liu
L tp hp thng tin c sp xp mt cch c h thng c th truy cp v phn tch d dng. C s d liu thng c vi tnh ho.
Description of results
Succinct statement based on the data collected on the performance measures at the indicator of achievement level. It interprets and articulates such data in a results oriented language.
M t kt qu
Trnh by ngn gn da theo s liu thu thp c v tiu chun thc hin cng vic cp ch s kt qu. Bo co din gii v trnh by cc s liu theo ngn ng hng ti kt qu.
Development intervention
An instrument for partner support aimed to promote development. Note: Examples are policy advice, projects, and programmes.
Can thip pht trin

Phng tin h tr i tc nhm mc ch thc y s pht trin. Ghi ch: V d nh l t vn chnh sch, cc d n v chng trnh.
Development objective
Intended impact contributing to physical, financial, institutional, social, environmental, or other benefits to a society, community, or group of people via one or more development interventions. 18
Mc tiu pht trin

Tc ng c ch ch ng gp vo cc li ch vt cht, ti chnh, th ch, x hi, mi trng hoc cc li ch khc i vi x hi, cng ng hoc nhm i tng thng qua mt hoc nhiu can thip.
Discretionary external evaluation

An evaluation requested by programme managers and managed and conducted by entities outside the programme being evaluated or any external evaluator. In this type of evaluation, the programme manager requests the external evaluator, to design, manage and/or conduct the evaluation, while the programme manager's role is as the "evaluaee". Discretionary external evaluations are primarily useful for programme managers who wish to improve the performance of their programmes on the basis of objective assessments, though they may also be useful to support decision-making at the governance level.
nh gi c lp (t bn ngoi)
L nh gi theo yu cu ca cc nh qun l chng trnh, c qun l v tin hnh bi nhng c quan khng thuc chng trnh hoc bi bt c ngi nh gi c lp t bn ngoi chng trnh. i vi hnh thc nh gi ny, ngi qun l chng trnh yu cu ngi nh gi c lp thit k, qun l v/hoc tin hnh cuc nh gi, v khi vai tr ca ngi qun l chng trnh l ngi b nh gi. nh gi c lp theo yu cu hu ch cho nh qun l chng trnh mong mun ci thin cht lng thc hin chng trnh trn c s nh gi khch quan, mc d chng cng c th c dng h tr vic ra quyt nh cp qun l.
Discretionary internal evaluation/self-evaluations

These are optional, non-mandatory evaluations conducted by programme managers for their own use. They address issues that are over and above those covered by Mandatory Internal Evaluation/Self-assessments. While manages may contract external consultants and specialists to help with the exercise, these evaluations are considered internal or self-evaluations because the 19
nh gi ni b/t nh gi
L nh gi t chn, khng bt buc v c nh qun l chng trnh t tin hnh v mc ch ca ring h. nh gi ny c th cp n nhng vn nm trn c phm vi ca mt nh gi ni b /T nh gi bt buc. Mc d nh qun l c th k hp ng vi t vn v chuyn gia bn ngoi h tr thc hin, nh gi ny vn b coi l nh gi bn trong hoc t nh gi do nh qun l chng trnh chu trch
Glossary of terms in monitoring, evaluation and results based management programme managers remain responble for the design and/or management of the evaluation, and are ultimately responsible for the quality of the reports and for using the results to improve operations. Such self-evaluations are useful when formulating best-practices and lessons-learned and can cover cross-cutting issues relevant to a number of subprogrammes. nhim cho vic thit k v/hoc qun l nh gi v chu trch nhim cui cng i vi cht lng ca bo co v s dng kt qu nng cao hiu qu thc hin chng trnh. T nh gi rt hu ch khi xc nh cc thc hnh tt nht v bi hc kinh nghim, n cng c th ph hp nh gi cc ch xuyn sut thit k trong mt s tiu chng trnh.
E
Economy
Absence of waste for a given output. Note: An activity is economical when the costs of the scarce resources used approximate the minimum needed to achieve planned objectives.
Tnh kinh t
Khng c s lng ph t c u ra mong mun. Ghi ch: Mt hot ng c hiu qu kinh t khi chi ph ngun lc khan him c s dng gn vi mc ti thiu cn thit t c mc tiu k hoch t ra.
Effect
Intended or unintended change due directly or indirectly to an intervention.
Hiu qu
Thay i c ch hoc khng c ch do mt can thip trc tip hoc gin tip.
Effective practices
Practices that have proven successful in particular circumstances. Knowledge about effective practices is used to demonstrate what works and what does not and to 20
Thc hnh c hiu qu

Thc hnh c chng minh l thnh cng trong nhng hon cnh c th. Kin thc v thc hnh hiu qu c s dng ch ra cng vic g ang tin trin, cng vic g khng
Cc thut ng trong theo di, nh gi v qun l da trn kt qu accumulate and apply knowledge about how and why they work in different situations and contexts. tin trin cng nh tch ly v p dng kin thc v cch thc v l do cc thc hnh ny thnh cng trong cc hon cnh khc nhau.
Effectiveness
A measure of the extent to which a programme achieves its planned results (outputs, outcomes and goals).
Tnh hiu qu
o lng mc mt chng trnh t c cc kt qu (cc u ra, kt qu hay mc ch) so vi k hoch ban u.
Efficiency
A measure of how economically or optimally inputs (financial, human, technical and material resources) are used to produce outputs.
Hiu sut
o lng cch thc cc u vo (ngun ti chnh, nhn lc, k thut v vt t) c s dng mt cch ti u v kinh t em li u ra.
Ethics
Evaluation should not reflect personal or sectoral interests. Evaluators must have professional integrity and respect the rights of institutions and individuals to provide information in confidence and to verify statements attributed to them. Evaluations must be sensitive to the beliefs and customs of local social and cultural environments and must be conducted legally and with due regard to the welfare of those involved in the evaluation, as well as those affected by its findings. In line with the Universal Declaration of Human Rights, evaluators must be sensitive to and address issues 21
o c
nh gi khng nn ch phn nh li ch c nhn hoc li ch ca mt ngnh no . Ngi nh gi phi c tnh lim chnh chuyn nghip v tn trng cc quyn ca t chc v c nhn v bo mt vic cung cp thng tin v thm tra li cc thng tin c cung cp. nh gi phi nhy cm vi tn ngng, phong tc vn ha x hi ca a phng, phi c tin hnh mt cch hp php v quan tm y n li ch ca nhng ngi lin quan cng nh nhng ngi chu tc ng ca cc pht hin nh gi. Trn tinh thn ca Tuyn ngn ton cu v Nhn quyn, ngi nh gi phi nhy
Glossary of terms in monitoring, evaluation and results based management of discrimination inequality. and gender cm v phn nh c cc vn v k th v bt bnh ng gii.
Evaluability
The extent to which an activity or a programme can be evaluated in a reliable and credible fashion.
C th c nh gi
Mc m mt hot ng hay mt chng trnh c th c nh gi theo cch tin cy c.
Evaluation
A time-bound exercise that attempts to assess systematically and objectively the relevance, performance and success, or the lack thereof, of ongoing and completed programmes. Evaluation is undertaken selectively to answer specific questions to guide decision-makers and/or programme managers, and to provide information on whether underlying theories and assumptions used in programme development were valid, what worked and what did not work and why. Evaluation commonly aims to determine the relevance, validity of design, efficiency, effectiveness, impact and sustainability of a programme.
nh gi
Hot ng c thi hn lng gi mt cch c h thng v khch quan tnh ph hp, vic thc hin cng vic v nhng thnh cng hoc tht bi ca cc chng trnh ang tip tc hoc hon thnh. nh gi c tin hnh mt cch chn lc tr li cho cc cu hi c th nhm hng dn ngi ra quyt nh hoc cc nh qun l chng trnh. nh gi cng cung cp thng tin cho bit liu cc gi thuyt v gi nh c s dng trong vic xy dng chng trnh c gi tr hay khng, vic g tin trin, vic g khng tin trin v ti sao. nh gi thng nhm xc nh mc ph hp, hiu lc ca thit k, hiu qu, hiu sut, tc ng v tnh bn vng ca mt chng trnh.
Evaluation questions
A set of questions developed by the evaluator, sponsor, and/or other 22
Cc cu hi nh gi
Mt tp hp cc cu hi do nhng ngi nh gi, nh ti tr v/hoc
Cc thut ng trong theo di, nh gi v qun l da trn kt qu stakeholders, which define the issues the evaluation will investigate and are stated in such terms that they can be answered in a way useful to stakeholders. cc i tc din t xc nh cc vn cn nh gi. Cc cu hi ny c a ra mt cch ph hp c cu tr li hu ch cho cc i tc.
Evaluation scope
A framework that establishes the focus of an evaluation in terms of questions to address, the issues to be covered, and defines what will be analyzed and what will not be analyzed. The scope defines the parameters of the evaluation and is presented in the Terms of Reference.
Phm vi nh gi
Khung xc nh trng tm ca mt cuc nh gi bao gm cc cu hi t ra, cc vn cn quan tm v nhng vn cn hoc khng cn phn tch. Phm vi xc nh r cc ch s nh gi v c th hin trong iu khon tham chiu.
Evaluation standards
A set of criteria against which the completeness and quality of evaluation work can be assessed. The standards measure the utility, feasibility, propriety and accuracy of the evaluation. Evaluation standards must be established in consultation with stakeholders prior to the evaluation.
Cc chun nh gi
Mt tp hp cc tiu ch da vo nh gi tnh hon thin v cht lng ca cng tc nh gi. Cc chun ny o lng tnh hu ch, tnh kh thi, tnh ng n v tnh chnh xc ca cng tc nh gi. Cc chun nh gi phi c xy dng c tham kho kin ca cc i tc trc khi tin hnh nh gi.
Evaluation team
Group of specialists responsible for the planning and conduct of an evaluation. An evaluation team produces the evaluation report. 23
Nhm nh gi
Nhm cc chuyn gia chu trch nhim lp k hoch v t chc thc hin nh gi. Nhm nh gi s vit bo co nh gi.
Evaluative activities
Activities such as situational analysis, baseline surveys, applied research and diagnostic studies. Evaluative activities are quite distinct from evaluation; nevertheless, the findings of such activities can be used to improve, modify or adapt programme design and implementation.
Cc hot ng nh gi
Cc hot ng nh phn tch tnh hnh, iu tra c bn ban u, nghin cu ng dng v nghin cu chn on. Cc hot ng nh gi rt khc so vi qu trnh nh gi; tuy nhin cc kt qu ca cc hot ng ny c th c s dng ci thin, thay i hoc chnh sa cho khu thit k v thc hin chng trnh.
Evaluator
An individual involved in all stages of the evaluation process, from defining the terms of reference and collecting and analyzing data to developing findings and making recommendations. The evaluator may also be involved in taking corrective action or making improvements.
Ngi nh gi
C nhn lin quan n tt c cc giai on ca qu trnh nh gi t vic xc nh iu khon tham chiu, thu thp v phn tch s liu ti vic a ra cc pht hin v xut khuyn ngh. Ngi nh gi cng c th tham gia vo hot ng iu chnh hoc ci tin.
Evidence
The information presented to support a finding or conclusion. Evidence should be sufficient, competent and relevant. There are four types of evidence: observations (obtained through direct observation of people or events); documentary (obtained from written information); analytical (based on computations and comparisons); and self-reported (obtained through, for example, surveys). 24
Bng chng/Chng c
Thng tin h tr cho mt pht hin hoc kt lun. Bng chng cn phi , xc ng v ph hp. C bn loi bng chng: quan st (thng qua quan st trc tip i tng hoc s kin); ti liu/t liu (c c thng qua vn bn); phn tch (trn c s tnh ton v so snh); v t bo co (thu c thng qua, v d t cc cuc iu tra).
Ex-ante evaluation
An evaluation that is performed before implementation of a development intervention. Related term: Appraisal.
nh gi trc can thip

Mt nh gi c tin hnh trc khi trin khai mt can thip. Thut ng lin quan: Thm nh.
Execution
The management of a specific programme which includes accountability for the effective use of resources.
iu hnh
Vic qun l mt chng trnh c th bao gm trch nhim gii trnh vic s dng hiu qu cc ngun lc.
Expected accomplishment
A desired outcome or result involving benefits to end-users, expressed as a quantitative or qualitative standard, value or rate. Accomplishments are the direct consequence or effect of the delivery of outputs and lead to the fulfilment of the envisaged objective.
Kt qu mong mun
Kt qu hoc tc ng mong mun lin quan n li ch ca ngi s dng cui cng, c th hin di dng tiu chun nh lng hoc nh tnh, gi tr hoc t l. y l kt qu hoc tc ng trc tip ca u ra v dn ti vic hon thnh mc tiu d tnh.
Ex-post evaluation
A type of summative evaluation of an intervention usually conducted after it has been completed. Its purpose is to understand the factors of success or failure, to assess the outcome, impact and sustainability of results, and to draw conclusions that may inform similar interventions in the future.
nh gi sau can thip

Mt dng nh gi tng kt mt can thip, thng c thc hin sau khi kt thc can thip . Mc ch l hiu c cc yu t to nn thnh cng v tht bi, nh gi kt qu, tc ng v tnh bn vng ca kt qu, v rt ra kt lun gp phn xy dng cc can thip tng t sau ny.
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External factor
Event and/or condition that is beyond the control of those responsible for an activity but that has an effect on the success or failure of the activity. It may be anticipated in the form of assumptions or they may be unanticipated.
Yu t bn ngoi
S vic hoc iu kin nm ngoi tm kim sot ca nhng ngi chu trch nhim cho mt hot ng nhng li c tc ng n thnh cng hoc tht bi ca hot ng. N c th c d on trc di dng gi thit hoc c th khng d on trc c.
F
Feasibility
The coherence and quality of a programme strategy that makes successful implementation likely.
Tnh kh thi
S mch lc v cht lng ca mt chin lc chng trnh lm cho vic thc thi thnh cng.
Feedback
The transmission of findings of monitoring and evaluation activities organized and presented in an appropriate form for dissemination to users in order to improve programme management, decisionmaking and organizational learning. Feedback is generated through monitoring, evaluation and evaluative activities and may include findings, conclusions, recommendations and lessons learned from experience.
Phn hi
Chuyn ti cc thng tin pht hin t theo di v nh gi, trnh by mt cch ph hp n ngi s dng nhm ci thin khu qun l chng trnh, khu ra quyt nh, khu o to ca t chc. Phn hi c hnh thnh thng qua qu trnh theo di, nh gi v cc hot ng mang tnh nh gi. N c th bao gm cc pht hin, kt lun, khuyn ngh v bi hc kinh nghim.
Finding
A factual statement on a programme based on empirical evidence 26
Pht hin
Bo co thc v chng trnh da trn cc bng chng thc nghim thu
Cc thut ng trong theo di, nh gi v qun l da trn kt qu gathered through monitoring and evaluation activities. thp c qua cc hot ng theo di v nh gi.
Focus group
A group of usually 7-10 people selected to engage in discussions designed for the purpose of sharing insights and observations, obtaining perceptions or opinions, suggesting ideas, or recommending actions on a topic of concern. A focus group discussion is a method of collecting data for monitoring and evaluation purposes.
Nhm trng tm
Mt nhm t 7 n 10 ngi c chn la tham gia cc cuc tho lun nhm nhm chia s hiu bit v cc quan st, thu thp quan im hay kin, xut cc tng hay khuyn ngh hnh ng v mt ch no . Tho lun nhm trng tm chnh l mt phng php thu thp d liu phc v cho mc ch theo di v nh gi.
Formative evaluation
A type of process evaluation undertaken during programme implementation to furnish information that will guide programme improvement. A formative evaluation focuses on collecting data on programme operations so that needed changes or modifications can be made to the programme in its early stages. Formative evaluations are used to provide feedback to programme managers and other personnel about the programme that are working and those that need to be changed.
nh gi hnh thnh
Loi nh gi qu trnh c thc hin trong giai on trin khai chng trnh cung cp thng tin nh hng cho vic ci thin chng trnh. nh gi hnh thnh tp trung vo vic thu thp d liu v cc hot ng ca chng trnh c nhng thay i hoc iu chnh cn thit cho chng trnh ngay trong giai on u. Cch nh gi ny c s dng cung cp cc kin phn hi cho cc nh qun l chng trnh v cc cn b khc v chng trnh ang hot ng v nhng g cn thay i.
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G
Goal
The higher order objective to which a development intervention is intended to contribute.
Mc ch
Mc tiu cp cao hn m cc h tr can thip d nh ng gp vo.
H
Highlights of programme results
The most salient results achieved during the biennium based on the results/accomplishments of the various subprogrammes under it. These highlights of programme results are included in the Programme Performance Report for each Budget Section and reflect the most significant achievements towards realizing the programme's objectives.
Nhng kt qu ni bt ca chng trnh

Nhng kt qu quan trng nht t c trong nm va qua trn c s kt qu ca nhiu tiu chng trnh. Nhng kt qu ni bt ny nm trong Bo co thc hin chng trnh cho tng phn ngn sch v phn nh c nhng thnh qu quan trng nht trong vic thc hin cc mc tiu ca chng trnh.
I
Impact
Positive and negative long term effects on identifiable population groups produced by a development intervention, directly or indirectly, intended or unintended. These effects can be economic, sociocultural, institutional, environmental, technological or of other types. 28
Tc ng
Cc nh hng tch cc v tiu cc di hn do cc can thip gy nn, hoc gin tip hoc trc tip, c ch hay khng ch cho cc nhm dn c nht nh. Cc nh hng ny c th l nh hng kinh t, vn ho x hi, th ch, mi trng, cng ngh hoc cc loi nh hng khc.
Impact evaluation
A type of outcome evaluation that focuses on the broad, longer-term impact or results of a programme. For example, an impact evaluation could show that a decrease in a communitys overall maternal mortality rate was the direct result of a programme designed to improve referral services and provide high quality pre- and post-natal care and deliveries assisted by skilled health care professionals.
nh gi tc ng
Mt loi nh gi kt qu tp trung vo tc ng hay cc kt qu di hn, quy m ln ca mt chng trnh. V d nh nh gi tc ng cho thy gim t sut t vong m trong cng ng l kt qu trc tip ca mt chng trnh c thit k ci thin h thng chuyn tuyn v cung cp dch v chm sc c cht lng trc v sau sinh v dch v do cc cn b y t m nhn.
Implementation rate
The degree to which planned outputs are completed during the biennium. The output implementation rate is usually calculated in three different ways. The first calculation (1) shows the percentage of mandated outputs (those initially programmed plus those carried forward plus those added by legislation) that were completed. The second calculation (2) shows the rate of implementation of all outputs, which is the sum of mandated outputs plus those added. It indicates how much of the overall workload of the biennium was accomplished. Finally, the third figure (3) is the ratio of all outputs implemented by a particular programme (those programmed, carried over, reformulated and added 29
T l thc hin cng vic

Mc m cc u ra theo k hoch c hon thnh trong nm. T l thc hin cng vic thng c tnh ton theo ba cch khc nhau. Cch tnh th nht (1) ch ra t l phn trm c hon thnh ca cc u ra c giao (bao gm cc u ra theo k hoch ban u cng vi nhng u ra phi tip tc thc hin cng vi nhng u ra b sung theo yu cu ca cp c thm quyn). Cch tnh th hai (2) ch ra t l thc hin ca tt c cc u ra (l tng ca cc u ra c giao cng vi nhng u ra b sung). Cch ny cho bit t l cng vic ca nm k hoch c hon thnh l bao nhiu. Cui cng, ch s th ba (3) l t s ca tt c cc u ra c thc hin ca mt chng trnh
Glossary of terms in monitoring, evaluation and results based management by legislation) to the outputs programmed in the biennial budget. To understand the purpose of 3, it should be recalled that while budgetary resources were provided to deliver the outputs programmed in the biennial budget, developments during the biennium may have resulted in additions to the workload that had to be implemented within the available resources. The 3 implementation rate shows how much was delivered by a particular programme compared with what had been programmed at the outset of the biennium. c th ( c lp k hoch, tip tc thc hin, iu chnh li v b sung bi cp c thm quyn) trn tng s u ra theo k hoch trong ngn sch nm. hiu r mc ch ca cch tnh th 3, cn phi bit rng, mc d cc ngun ngn sch c cung cp thc hin cc u ra theo k hoch nm, qu trnh thc hin c th dn n nhng khi lng cng vic pht sinh vn phi thc hin trong khun kh cc ngun lc sn c. T l theo cch tnh th 3 cho bit khi lng cng vic c thc hin so vi k hoch u nm l bao nhiu.
Independence
The evaluation function should be structurally independent from the operational management and decision-making functions so that it is free from undue influence, can be more objective, and has full discretion in submitting directly its reports for consideration at the appropriate level of decisionmaking. To avoid conflict of interest and undue pressure, evaluators need to be independent, implying that members of an evaluation team must not have been directly responsible for the policy-setting, design or overall management of the subject of evaluation, nor expect to be in the near future.
Tnh c lp
Chc nng nh gi cn phi c lp vi chc nng qun l iu hnh v ra quyt nh, nh vy nh gi khng b nh hng sai lch, khch quan hn v c quyn np trc tip bo co cho cp c quyn xem xt v ra quyt nh ph hp. trnh xung t v li ch v p lc khng ng c, ngi nh gi cn phi c lp, tc l thnh vin ca nhm nh gi khng chu trch nhim trc tip trong vic ra chnh sch, thit k hoc qun l i tng nh gi ti thi im hin ti cng nh trong tng lai gn.
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Independent evaluation
An evaluation carried out by entities and persons free of the control of those responsible for the design and implementation of the development intervention. Note: The credibility of an evaluation depends in part on how independently it has been carried out. Independence implies freedom from political influence and organizational pressure. It is characterized by full access to information and by full autonomy in carrying out investigations and reporting findings.
nh gi c lp
Mt cuc nh gi c thc hin bi c quan hoc c nhn khng thuc phm vi kim sot ca nhng ngi thit k v thc hin cc can thip. Ghi ch: Tnh tin cy ca mt nh gi ph thuc mt phn vo mc c lp ca nh gi . Tnh c lp c ngha l khng chu nh hng v mt chnh tr v p lc ca t chc. Tnh c lp c ngha l t do tip cn y vi thng tin v t ch trong vic thc hin iu tra v bo co cc pht hin.
In-depth evaluation
Both internal and external evaluation can be "in-depth" when they take a comprehensive and broad-ranging review of the work of a programme or organizational entity. In-depth evaluation can be undertaken by external entities or by programme managers. The objective is to make recommendations to formulate decisions aimed at increasing the overall relevance, effectiveness and impact of the programmes.
nh gi su
C nh gi ni b v nh gi c lp u c th l nh gi su khi xem xt mt cch ton din cng vic ca mt chng trnh hoc mt t chc. nh gi su c th c thc hin bi cc c quan bn ngoi hoc cc cn b qun l chng trnh. Mc tiu l a ra cc khuyn ngh ra quyt nh nhm mc ch nng cao tnh ph hp, hiu qu v tc ng ca chng trnh.
Indicator
A quantitative or qualitative measure of programme performance that is used to demonstrate change and 31
Ch s
Mt o lng nh tnh v nh lng vic thc hin chng trnh, dng biu t s thay i v nu
Glossary of terms in monitoring, evaluation and results based management which details the extent to which programme results are being or have been achieved. In order for indicators to be useful for monitoring and evaluating programme results, it is important to identify indicators that are direct, objective, practical and adequate and to regularly update them. r mc cc kt qu ca chng trnh v ang t c. cc ch s ny tht s hu ch trong cng tc theo di v nh gi kt qu chng trnh, vic xc nh cc ch s trc tip, khch quan, thc tin, y v cp nht u n l iu rt quan trng.
Indicator of achievement
Used to measure the extent to which expected accomplishments have been achieved. Indicators correspond to the expected accomplishment for which they are used to measure performance. One expected accomplishment can have multiple indicators.
Ch s hon thnh cng vic

c s dng o lng mc t c cc kt qu mong i. Cc ch s tng ng vi kt qu mong i c s dng o lng mc thc hin. Mt kt qu mong i c th c nhiu ch s.
Indirect effect
The unplanned changes brought about as a result of implementing a programme or a project.
Hiu qu gin tip

Nhng thay i khng c trong k hoch do kt qu ca vic thc hin chng trnh hoc d n.
Inputs
The financial, human, material, technological and information resource provided by stakeholders (i.e. donors, programme implementers and beneficiaries) that are used to implement a development intervention.
u vo
Ngun ti chnh, nhn lc, vt t, k thut v thng tin do cc i tc (cc nh ti tr, ngi thc hin chng trnh, nhng ngi hng li) cung cp, c dng thc hin cc can thip.
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Inspection
A special, on-the-spot investigation of an activity that seeks to resolve particular problems.
Thanh tra
Cuc iu tra c bit, ngay ti ch cho mt hot ng no tm ra cch gii quyt cc vn c th.
Institutional development impact

The extent to which an intervention improves or weakens the ability of a country or region to make more efficient, equitable, and sustainable use of its human, financial, and natural resources, for example through: (a) better definition, stability, transparency, enforceability and predictability of institutional arrangements and/or (b) better alignment of the mission and capacity of an organization with its mandate, which derives from these institutional arrangements. Such impacts can include intended and unintended effects of an action.
Tc ng pht trin t chc

Mc m mt can thip nng cao hoc lm suy yu kh nng ca mt quc gia hoc mt khu vc trong vic s dng hiu qu, hp l v bn vng hn cc ngun nhn lc, ti chnh v ti nguyn thin nhin, v d thng qua (a) nh ngha r hn, tnh n nh, tnh minh bch, tnh hiu lc v c th d on trc ca vic sp xp t chc v/hoc (b) lin kt cht ch hn gia nhim v v nng lc ca mt t chc. Nhng tc ng c th bao gm c tc ng c ch ch hoc khng c ch ch ca mt hot ng.
J
Joint evaluation
An evaluation conducted with other UN partners, bilateral donors or international development banks.
nh gi phi hp
Cuc nh gi c tin hnh cng vi cc t chc Lin hp quc khc, cc nh ti tr song phng hay cc ngn hng pht trin quc t.
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L
Lessons learned
Learning from experience that is applicable to a generic situation rather than to a specific circumstance. The identification of lessons learned relies on three key factors: i) the accumulation of past experiences and insights; ii) good data collection instruments; and iii) a context analysis.
Bi hc kinh nghim
Hc tp kinh nghim c th p dng c cho tnh hnh chung ch khng phi ch p dng cho mt hon cnh c th no . Vic xc nh bi hc kinh nghim da vo 3 yu t chnh: i) tch ly kinh nghim v nhng hiu bit c; ii) cng c thu thp d liu tt; v iii) bo co phn tch tnh hnh.
Logical framework (Log frame)

A dynamic planning and management tool that summarizes the results of the logical framework approach process and communicates the key features of a programme design in a single matrix. It can provide the basis for monitoring progress achieved and evaluating programme results. The matrix should be revisited and refined regularly as new information becomes available.
Khung logic
Mt cng c qun l v lp k hoch tm tt cc kt qu ca qu trnh tip cn khung logic v biu th cc c im chnh ca thit k chng trnh di dng mt ma trn. Cng c cung cp nn tng cho vic theo di tin v nh gi kt qu chng trnh. Ma trn ny nn c xem xt li v chnh sa thng xuyn mi khi c thng tin mi.
Logical framework approach

A specific strategic planning methodology that is used to prepare a programme or development intervention. The methodology entails a participatory process to 34
Phng php tip cn khung logic

Mt phng php lp k hoch chin lc c th chun b mt chng trnh hay mt hot ng can thip. Phng php lun ny i hi mt qu trnh nhiu bn cng tham
Cc thut ng trong theo di, nh gi v qun l da trn kt qu clarify outcomes, outputs, activities and inputs, their causal relationships, the indicators with which to gauge/measure progress towards results, and the assumptions and risks that may influence success and failure of the intervention. It offers a structured logical approach to setting priorities and building consensus around intended results and activities of a programme together with stakeholders. gia lm sng t cc kt qu, cc u ra, cc hot ng v cc u vo, cc mi quan h nhn qu, cc ch s o lng tin hng ti kt qu, v cc gi nh cng nh ri ro c th nh hng n thnh cng v tht bi ca can thip. y l phng php tip cn logic c cu trc, t ra nhng u tin v to s ng thun v cc kt qu d nh v cc hot ng ca mt chng trnh cng vi cc i tc.
M
Management information system
A system, usually consisting of people, procedures, processes and a data bank (often computerized) that routinely gathers quantitative and qualitative information on predetermined indicators to measure programme progress and impact. It also informs decision-making for effective programme implementation.
H thng thng tin qun l

Mt h thng, thng bao gm con ngi, cc quy trnh, cc th tc v ngn hng d liu (c lu tr trong my tnh) thu thp u n thng tin nh tnh v nh lng v cc ch s xc nh trc o lng tin v tc ng ca chng trnh. N cng cung cp thng tin cho ngi ra quyt nh thc thi chng trnh mt cch hiu qu.
Mandatory internal evaluation/self-assessments

These are compulsary assessments performed by programme managers. They use information generated by 35
nh gi bn trong theo u nhim/t nh gi

y l nhng nh gi bt buc do cc nh qun l chng trnh thc hin. nh gi s dng thng tin t
Glossary of terms in monitoring, evaluation and results based management measuring the extent to which Expected Accomplishments were achieved through the collection of indicator data. They may also use information generated from other types of evaluation and assessment, as appropriate. vic o lng mc hon thnh cc kt qu mong i thng qua thu thp d liu ch s. Thng tin thu thp c t cc cuc nh gi khc cng c th c s dng nu ph hp.
Means of Verification (MOV)

The specific sources from which the status of each of the results indicators in the Results and Resources Framework can be ascertained.
Phng tin kim nh/xc minh

Cc ngun c th cho php xc nh chc chn tnh trng ca cc ch s kt qu trong Khung Kt qu v Ngun lc.
Meta-evaluation
A type of evaluation that aggregates findings from a series of evaluations. Also an evaluation of an evaluation to judge its quality and/or assess the performance of the evaluators.
nh gi Meta
L nh gi tp hp cc pht hin t nhiu cuc nh gi. Cng c th l nh gi li mt cuc nh gi xc nh cht lng v kh nng thc hin cng vic ca nhng ngi nh gi.
Methodology
A description of how something will be done. A set of analytical methods, procedures and techniques used to collect and analyse information appropriate for evaluation of the particular programme, component or activity.
Phng php
Miu t cch thc hin cng vic no . L cch phn tch, qui trnh v k thut c s dng thu thp v phn tch thng tin, ph hp vi qu trnh nh gi mt chng trnh, mt cu phn hay hot ng c th.
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Methodology form
A set of fields developed and incorporated that allow subprogrammes and programmes to identify and document the elements of the indicator that will be measured during the biennium, identify data sources, determine data collection and verification methods, fix the periodicity of measurements, create or identify a presentation format and identify external factors that could distort or influence measurements. This should be done early in the biennium to ensure proper data collection and reporting of results.
Cc loi phng php

Mt tp hp cc phng php c xy dng v kt hp cht ch cho php cc tiu chng trnh v chng trnh xc nh v tp hp cc thnh phn ca ch s cn c o lng trong nm k hoch, xc nh ngun d liu, quyt nh phng php thu thp v kim nh d liu, n nh thi gian o lng, xy dng hoc xc nh biu mu trnh by v xc nh cc yu t bn ngoi c th lm sai lch hoc nh hng n vic o lng. Cng vic ny nn c chun b sm vo u nm k hoch m bo thu thp s liu chnh xc v bo co kt qu kp thi.
Mid-term evaluation
Evaluation performed towards the middle of the period of implementation of the intervention. Related term: Formative evaluation.
nh gi gia k
nh gi c thc hin vo thi im gia giai on tin hnh can thip. Thut ng lin quan: nh gi hnh thnh.
Monitoring
A continuous management function that aims primarily at providing programme managers and key stakeholders with regular feedback and early indications of progress or lack thereof in the achievement of intended results. Monitoring tracks the actual performance against what was planned or expected according 37
Theo di
Mt chc nng qun l lin tc nhm cung cp cho cc cn b qun l chng trnh v cc i tc chnh nhng thng tin phn hi mt cch thng xuyn, c hay khng c cc du hiu sm ca s tin trin nhm t c nhng kt qu d kin. Theo di l kim tra vic thc hin cng vic thc t so vi k hoch,
Glossary of terms in monitoring, evaluation and results based management to predetermined standards. It generally involves collecting and analysing data on programme processes and results and recommending corrective measures. hay so vi mong i da theo mt chun mc nh trc. Theo di bao gm thu thp v phn tch d liu v cc qu trnh, cc kt qu ca chng trnh v khuyn ngh cc bin php iu chnh.
Multi-Year Funding Framework (MYFF)

A four-year framework that is composed of three interlinking components: (1) a results framework, which identifies the major results that UNFPA aims to achieve, its key programme strategies, and the indicators that will be used to measure progress; (2) an integrated resources framework that indicates the level of resources required to achieve the stated results; and (3) a managing for results component that defines the priorities for improving the Fund's organizational effectiveness. Note: For the period 2008-2011, UNFPA developed the Strategic Plan (SP) to serve as the centrepiece for organizational programming, management and accountability.
Khung Kinh ph cho nhiu nm

Mt khung chng trnh bn nm bao gm 3 cu phn lin kt vi nhau: (1) khung kt qu xc nh cc kt qu chnh m UNFPA mong mun t c, chin lc chng trnh chnh v cc ch s c s dng nh gi tin ; (2) khung ngun lc lng ghp cho bit ngun lc cn thit t nhng kt qu nh; (3) cu phn qun l kt qu, xc nh r cc u tin nng cao tnh hiu qu ca UNFPA. Ghi ch: Giai on 2008-2011, UNFPA xy dng mt K hoch chin lc (SP) nh hng cho chng trnh, qun l v trch nhim gii trnh.
O
Objective
A generic term usually used to express an outcome or goal 38
Mc tiu
Thut ng chung dng m t mt mc ch th hin kt qu mong
Cc thut ng trong theo di, nh gi v qun l da trn kt qu representing the desired result that a programme seeks to achieve. mun ca chng trnh.
Operations research
The application of disciplined investigation to problem-solving. Operations research analyses a problem, identifies and then tests solutions.
Nghin cu tc nghip
Nghin cu gii quyt cc vn . Nghin cu tc nghip phn tch mt vn , xc nh ri sau th nghim cc gii php.
Outcome
The intended or achieved short and medium-term effects of an interventions outputs, usually requiring the collective effort of partners. Outcomes represent changes in development conditions which occur between the completion of outputs and the achievement of impact.
Kt qu
Cc tc ng ngn v trung hn, d nh hoc t c ca cc u ra trong can thip, thng i hi n lc phi hp ca cc i tc. Cc kt qu th hin nhng thay i trong khong thi gian t khi kt thc u ra cho n khi t c tc ng.
Outcome evaluation
An in-depth examination of a related set of programmes, components and strategies intended to achieve a specific outcome. An outcome evaluation gauges the extent of success in achieving the outcome; assesses the underlying reasons for achievement or non achievement; validates the contributions of a specific organization to the outcome; and identifies key lessons learned and recommendations to improve performance. 39
nh gi kt qu
S kim tra k lng chng trnh, cu phn v chin lc d kin t c kt qu c th. nh gi kt qu xc nh mc thnh cng ca kt qu t c, lng gi cc l do chnh ca thnh cng hay tht bi; xc nhn nhng ng gp ca t chc vo kt qu t c; a ra cc bi hc ch yu v cc khuyn ngh ci thin chng trnh.
Outcome monitoring
A process of collecting and analyzing data to measure the performance of a programme, project, partnership, policy reform process and/or soft assistance towards achievement of development outcomes at country level. A defined set of indicators is constructed to track regularly the key aspects of performance. Performance reflects effectiveness in converting inputs to outputs, outcomes and impacts.
Theo di kt qu
Qu trnh thu thp v phn tch s liu o lng mc thc hin chng trnh, d n, quan h i tc, qu trnh thay i chnh sch v/hoc h tr mm t c cc mc tiu pht trin cp quc gia. Mt b cc ch s nht nh c xy dng theo di thng xuyn cc kha cnh chnh ca vic thc hin cng vic. Thc hin cng vic phn nh tnh hiu qu ca vic chuyn i cc u vo thnh cc u ra, kt qu v tc ng.
Outlier
A subject or other unit of analysis that has extreme values. Usually outliers are excluded from statistical tabulations because they are considered unrepresentative or unreliable.
Gi tr ngoi lai
i tng hoc n v phn tch c gi tr qu khc bit. Thng thng cc gi tr ngoi lai c loi b ra khi cc tnh ton thng k v c coi l khng i din hoc khng tin cy.
Outputs
The products and services which result from the completion of activities within a development intervention.
u ra
Sn phm v cc dch v t c sau khi kt thc cc hot ng trong khun kh can thip h tr.
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P
Participatory approach
A broad term for the involvement of primary and other stakeholders in an undertaking (e.g. programme planning, design, implementation, monitoring and evaluation).
Tip cn c s tham gia

Thut ng chung ch s tham gia ca cc i tc chnh hoc cc i tc khc trong cng vic (v d nh lp k hoch, thit k, thc thi, theo di v nh gi chng trnh).
Participatory evaluation
Evaluation method in which representatives of agencies and stakeholders (including beneficiaries) work together in designing, carrying out and interpreting an evaluation.
nh gi c s tham gia
Phng php nh gi trong i din ca cc t chc v i tc (bao gm c ngi hng li) cng nhau tham gia thit k, thc hin v phn tch mt nh gi.
Partners/stakeholders
The individuals and/or organizations that collaborate to achieve mutually agreed upon objectives. Note: The concept of partnership connotes shared goals, common responsibility for outcomes, distinct accountabilities and reciprocal obligations. Partners may include governments, civil society, nongovernmental organizations, universities, professional and business associations, multilateral organizations, private companies, etc.
i tc/cc bn lin quan

Cc c nhn v/hoc t chc phi hp t c cc mc tiu c thng nht gia cc bn. Ghi ch: Khi nim quan h i tc bao gm cc mc ch c chia s, trch nhim chung i vi kt qu, trch nhim gii trnh r rng v trch nhim h tr ln nhau. Cc i tc c th bao gm cc Chnh ph, t chc dn s, t chc phi chnh ph, cc trng i hc, hip hi thng mi v chuyn ngnh, cc t chc a phng, cc cng ty t nhn...
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Performance
The degree to which a development intervention or a development partner operates according to specific criteria/standards/guidelines or achieves results in accordance with stated plans.
Thc hin
Mc m mt can thip hay i tc hot ng theo tiu ch/tiu chun/hng dn c th nhm t c kt qu theo k hoch ra.
Performance assessment
External assessment or selfassessment by programme units, comprising monitoring, reviews, end-of-year reporting, end-of-project reporting, institutional assessments, and/or special studies.
nh gi vic thc hin

nh gi c lp bn ngoi hoc t nh gi ca cc n v trong chng trnh, bao gm vic theo di, kim im, bo co cui nm, bo co cui k d n, nh gi t chc v/hoc cc nghin cu chuyn bit.
Performance indicator
A quantitative or qualitative variable that allows the verification of changes produced by a development intervention relative to what was planned.
Ch s o vic thc hin

Bin s nh tnh hoc nh lng cho php kim nh nhng thay i do cc can thip to ra so vi k hoch d tnh.
Performance measurement
A system for assessing the performance of development interventions, partnerships or policy reforms relative to what was planned in terms of the achievement of outputs and outcomes. Performance measurement relies upon the collection, analysis, interpretation and reporting of data for performance indicators. 42
o lng vic thc hin

Mt h thng nh gi vic thc hin cc can thip, quan h i tc hay cc thay i chnh sch so vi k hoch nhm t c cc u ra v kt qu. o lng vic thc hin cng vic da vo thu thp, phn tch, phin gii v bo co d liu v cc ch s thc hin cng vic.
Performance monitoring
A continuous process of collecting and analysing data for performance indicators, to compare how well development interventions, partnerships or policy reforms are being implemented against expected results.
Theo di vic thc hin

Qu trnh lin tc thu thp v phn tch s liu v cc ch s thc hin cng vic, so snh cc can thip, quan h i tc hay cc thay i chnh sch ang tin hnh nh th no vi cc kt qu mong i.
Postponed
Status of programmed output that is not delivered to intended users during the relevant biennium and is carried forward for completion to the next biennium. The postponement can be by legislative decision or at the discretion of the Secretariat.
Tr hon
Tnh trng u ra khng n c ngi s dng theo nh k hoch v b chuyn sang thc hin nm k hoch tip theo. S tr hon c th do quyt nh ca c quan c thm quyn hoc theo yu cu ca ban iu hnh.
Process evaluation
A type of evaluation that examines the extent to which a programme is operating as intended by assessing ongoing programme operations. A process evaluation helps programme managers identify what changes are needed in design, strategies and operations to improve performance.
nh gi qu trnh
nh gi mc hot ng ca mt chng trnh theo d tnh thng qua lng gi cc hot ng ang trin khai ca chng trnh. nh gi qu trnh gip cho cc cn b qun l chng trnh xc nh c thay i cn c trong thit k, chin lc v hot ng ci thin cht lng chng trnh.
Programme
A time-bound intervention similar to a project but which cuts across sectors, themes or geographic areas, 43
Chng trnh
Can thip c thi hn tng t nh mt d n nhng lin quan ti nhiu ngnh, nhiu ch hoc nhiu khu
Glossary of terms in monitoring, evaluation and results based management uses a multi-disciplinary approach, involves multiple institutions, and may be supported by several different funding sources. vc a l, s dng cch tip cn a lnh vc, lin quan n nhiu c quan, v c th c h tr bi nhiu ngun kinh ph khc nhau.
Programme evaluation
Evaluation of a set of interventions, marshalled to attain specific global, regional, country, or sector development objectives. Note: A development programme is a time bound intervention involving multiple activities that may cut across sectors, themes and/or geographic areas.
nh gi chng trnh
nh gi mt lot cc hot ng can thip c sp xp theo th t t c cc mc tiu pht trin c th phm vi ton cu, khu vc, quc gia hoc phm vi ngnh. Ghi ch: Mt chng trnh pht trin l mt can thip h tr c thi hn bao gm nhiu hot ng c th thuc nhiu lnh vc/ngnh, ch v/hoc khu vc a l.
Programme approach
A process which allows governments, donors and other stakeholders to articulate priorities for development assistance through a coherent framework within which components are interlinked and aimed towards achieving the same goals. It permits all donors, under government leadership, to effectively contribute to the realization of national development objectives.
Cch tip cn ca chng trnh

Mt qu trnh cho php Chnh ph, cc nh ti tr v cc i tc khc xc nh cc u tin h tr pht trin thng qua mt khung chng trnh r rng trong cc cu phn c lin kt vi nhau nhm t c nhng mc tiu ging nhau. N cho php tt c cc nh ti tr, vi s ch o ca Chnh ph, gp phn thc hin cc mc tiu pht trin quc gia mt cch c hiu qu.
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Programme theory
An approach for planning and evaluating development interventions. It entails systematic and cumulative study of the links between activities, outputs, outcomes, impact and contexts of interventions. It specifies upfront how activities will lead to outputs, outcomes and longer-term impact and identifies the contextual conditions that may affect the achievement of results.
L thuyt chng trnh

Mt phng php tip cn lp k hoch v nh gi can thip. N yu cu nghin cu mt cch c h thng v tch ly mi lin quan gia cc hot ng, u ra, kt qu, tc ng, v bi cnh ca can thip. N nh trc cch thc cc hot ng em li cc u ra, kt qu v tc ng lu di v xc nh cc iu kin/ hon cnh c th nh hng ti cc kt qu t c.
Project
A time-bound intervention that consists of a set of planned, interrelated activities aimed at achieving defined programme outputs.
D n
Can thip c thi hn bao gm mt lot cc hot ng c lp k hoch, c lin quan vi nhau nhm t c u ra ca chng trnh.
Project evaluation
Evaluation of an individual development intervention designed to achieve specific objectives within specified resources and implementation schedules, often within the framework of a broader programme. Note: Cost benefit analysis is a major instrument of project evaluation for projects with measurable benefits. When benefits cannot be quantified, cost effectiveness is a suitable approach. 45
nh gi d n
nh gi mt can thip ring l c thit k t c cc mc tiu c th vi ngun lc v k hoch thc hin c nu r, thng thng nm trong khun kh khung hot ng ca mt chng trnh ln hn. Ghi ch: Phn tch chi ph li ch l cng c chnh ca nh gi d n khi cc li ch c th o lng c. Khi li ch khng th lng ha c th chi ph hiu qu s l mt cch tip cn ph hp cho vic nh gi.
Project or programme objective

The intended physical, financial, institutional, social, environmental, or other development results to which a project or programme is expected to contribute.
Mc tiu ca chng trnh/d n

Cc kt qu d kin v vt cht, ti chnh, th ch, x hi, mi trng hoc kt qu khc m chng trnh hoc d n s ng gp vo.
Proxy measure or indicator

A variable used to stand in for one that is difficult to measure directly.
Ch s/o lng thay th

Bin s dng i din cho mt i lng no kh o lng trc tip c.
Purpose
The publicly stated objectives of the development programme or project.
Mc ch
Cc mc tiu c xc nh cng khai ca mt d n hoc chng trnh pht trin.
Q
Qualitative evaluation
A type of evaluation that is primarily descriptive and interpretative, and may or may not lend itself to quantification.
nh gi nh tnh
Mt loi nh gi ch yu mang tnh miu t v din gii, c th hoc khng th lng ha c.
Qualitative data
Information that is not easily captured in numerical form (although qualitative data can be quantified). Qualitative data typically consist of words and normally describe people's opinions, knowledge, attitudes or behaviours. 46
D liu nh tnh
Thng tin khng d thu thp c di dng cc con s /s liu (mc d d liu nh tnh c th lng ha c). c trng ca s liu nh tnh l ngn t v thng m t kin, s hiu bit, thi hoc hnh vi ca con ngi.
Quality assurance
Quality assurance encompasses any activity that is concerned with assessing and improving the merit or the worth of a development intervention or its compliance with given standards. Note: Examples of quality assurance activities include appraisal, RBM, reviews during implementation, evaluations, etc. Quality assurance may also refer to the assessment of the quality of a portfolio and its development effectiveness.
m bo cht lng
Vic nh gi v ci thin gi tr hoc tnh hu ch ca mt can thip hoc m bo tun th ng cc tiu chun ra. Ghi ch: V d v cc hot ng m bo cht lng bao gm thm nh, qun l da trn kt qu, r sot thc hin, nh gi m bo cht lng cng c th l lng gi cht lng ca mt danh mc cc can thip v hiu qu ca n.
Quantitative data
Information measured or measurable by, or concerned with, quantity and expressed in numerical form. Quantitative data typically consists of numbers.
D liu nh lng
Thng tin c o lng hoc c th o lng bng s lng v c th hin di dng s hc. c trng ca s liu nh lng l cc con s.
Quantitative evaluation
A type of evaluation involving the use of numerical measurement and data analysis based on statistical methods.
nh gi nh lng
Mt loi nh gi lin quan n vic s dng cc phng php o lng s hc v phn tch s liu da trn cc phng php thng k.
R
Reach
The coverage (e.g., the range or number of individuals, groups, institutions, geographic areas; etc.) that will be affected by a programme.
S nh hng
Phm vi bao ph (v d nh s c nhn, tp th, c quan, khu vc a l,) chu tc ng ca chng trnh. 47
Recommendation
Proposal for action to be taken in a specific circumstance, including the parties responsible for that action.
Khuyn ngh
xut cho hnh ng c thc hin trong mt hon cnh c th, trong c cp n c cc bn chu trch nhim vi hnh ng y.
Relevance
The degree to which the outputs, outcomes or goals of a programme remain valid and pertinent as originally planned or as subsequently modified owing to changing circumstances within the immediate context and external environment of that programme.
Tnh thch hp
Mc m cc u ra, kt qu hoc cc mc ch ca chng trnh duy tr tnh gi tr ng nh khi c lp k hoch ban u hoc ng nh khi chnh sa do c s thay i v hon cnh mi trng bn ngoi ca chng trnh .
Reliability
Consistency and dependability of data collected through repeated use of a scientific instrument or data collection procedure under the same conditions. Absolute reliability of evaluation data is hard to obtain. However, checklists and training of evaluators can improve both data reliability and validity.
Tnh tin cy
Tnh nht qun v tin cy ca s liu thu thp c qua vic s dng cng mt cng c hay quy trnh thu thp d liu trong cc iu kin nh nhau. Kh c th t c mc tin cy tuyt i ca d liu nh gi. Tuy nhin, s dng bng kim v o to cc cn b nh gi c th ci thin c tnh tin cy v tnh gi tr ca s liu/d liu.
Research
The general field of disciplined investigation.
Nghin cu
Cc iu tra da theo nguyn tc.
Results
The output, outcome or impact (intended or unintended, positive and/or negative) derived from a 48
Kt qu
u ra, kt qu hay tc ng (c ch hoc khng ch , tch cc v/hay tiu cc) xut pht t mi quan h
Cc thut ng trong theo di, nh gi v qun l da trn kt qu cause and effect relationship set in motion by a development intervention. nhn-qu, do mt can thip to nn.
Results Based Management (RBM)

A management strategy by which an organization ensures that its processes, products and services contribute to the achievement of desired results (outputs, outcomes and impacts). RBM rests on stakeholder participation and on clearly defined accountability for results. It also requires monitoring of progress towards results and reporting on performance/feedback which is carefully reviewed and used to further improve the design or implementation of the programme. RBM encompasses four dimensions, namely: - specified results that are measurable, monitorable and relevant - resources that are adequate for achieving the targeted results - organizational arrangements that ensure authority and responsibilities are aligned with results and resources - processes for planning, monitoring, communicating and resource release that enable the organization to convert resources into the desired results. 49
Qun l da trn kt qu
Mt chin lc qun l m mt t chc cn m bo rng cc qu trnh, cc sn phm v dch v u gp phn vo vic t c kt qu mong mun (bao gm u ra, kt qu v tc ng). Qun l da trn kt qu da vo s tham gia ca cc i tc v trch nhim gii trnh kt qu c xc nh r rng. N cng i hi phi theo di tin t c kt qu v bo co vic thc hin cng vic/phn hi c kim tra cn thn v cn c s dng nng cao hn na vic thit k hoc thc hin chng trnh. Qun l da trn kt qu bao gm bn kha cnh, l: - cc kt qu c th c th o lng, theo di v ph hp; - cc ngun lc t c cc kt qu ra; - s b tr, sp xp v t chc m bo thm quyn v trch nhim tng ng vi cc kt qu v ngun lc. - cc qu trnh lp k hoch, theo di, thng tin v cung cp ngun lc gip t chc chuyn cc ngun lc thnh kt qu nh mong mun.
Results framework
The logic that explains how results are to be achieved, including causal relationships and underlying assumptions. The results framework is the application of the logical framework approach at a strategic level, across an entire organization, for a country programme, a programme component within a country programme, or even a project.
Khung kt qu
Chui logic gii thch lm th no t c kt qu, bao gm c quan h nhn qu v cc gi nh chnh. Khung kt qu ng dng phng php tip cn khung logic cp chin lc, cho ton b t chc, cho mt chng trnh quc gia, mt cu phn ca chng trnh quc gia, hoc thm ch l mt d n.
Review
An assessment of the performance of an intervention, periodically or on an ad hoc basis. Note: Frequently evaluation is used for a more comprehensive and/or more in-depth assessment than review. Reviews tend to emphasize operational aspects. Sometimes the terms review and evaluation are used as synonyms.
Kim im/r sot

nh gi vic thc hin mt can thip theo nh k hoc t xut. Ghi ch: Thng thng cm t nh gi c s dng cho vic xem xt ton din v/hoc chuyn su hn cm t kim im/ r sot. Kim im/ r sot ch yu nhn mnh n cc kha cnh tc nghip. i khi cc thut ng kim im v nh gi c s dng nh nhng t ng ngha.
Risks
Factors that may adversely affect delivery of inputs, completion of activities and achievement of results. Many risk factors are outside the control of the parties responsible for managing and implementing a programme.
Ri ro
Nhng yu t c th nh hng khng tt n vic cung cp cc u vo, hon thnh cc hot ng v t c kt qu. Nhiu yu t ri ro c th nm ngoi tm kim sot ca cc bn chu trch nhim qun l v thc hin chng trnh.
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Risk analysis
An analysis or assessment of factors that affect or are likely to affect the achievement of results. Risk analysis provides information that can be used to mitigate the impact of identified risks. Some external factors may be beyond the control of programme managers and implementers, but other factors can be addressed with some slight adjustments in the programme strategy. It is recommended that stakeholders take part in the risk analysis as they offer different perspectives and may have pertinent and useful information about the programme context to mitigate the risks.
Phn tch ri ro
Mt phn tch hoc lng gi cc yu t nh hng hoc c kh nng nh hng n cc kt qu t c. Phn tch ri ro cung cp thng tin c th s dng gim bt tc ng ca ri ro. Mt s yu t bn ngoi c th nm ngoi tm kim sot ca cn b qun l hoc cn b thc hin chng trnh, nhng cc yu t khc c th c x l ch cn thay i cht t chin lc ca chng trnh. Cc i tc nn tham gia vo qu trnh phn tch ri ro v h c cc quan im khc nhau, h c th c nhng thng tin ph hp v hu ch v bi cnh ca chng trnh nhm hn ch ri ro.
S
Sample
The selection of a representative part of a universe in order to assess parameters or characteristics of that universe. Random sampling is the selection of a group of subjects (the sample) from a larger group (the population or universe), so that each individual or other unit is chosen entirely by chance.
Mu nghin cu
Vic la chn mt b phn i din ca mt qun th lng gi cc thng s hoc c tnh ca qun th . Chn mu ngu nhin l vic la chn mt nhm cc i tng (mu) t mt nhm ln hn (dn s hoc qun th), sao cho mi c nhn hoc n v c la chn hon ton ngu nhin.
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Secondary data source

Sources such as periodic progress reports, annual reports, memos, sectoral studies and baseline data. They serve as background and foundation material and resources for an evaluation.
Ngun s liu/d liu th cp

Cc ngun nh bo co tin thng k, bo co hng nm, thng bo, iu tra ngnh v d liu ban u. Chng c s dng nh l ti liu c s cho mt nh gi.
Sector programme evaluation

Evaluation of a cluster of development interventions in a sector within one country or across countries, all of which contribute to the achievement of a specific development goal. Note: A sector includes development activities commonly grouped together for the purpose of public action such as health, education, agriculture, transport etc.
nh gi chng trnh theo ngnh

nh gi mt nhm can thip trong mt ngnh ti mt hoc nhiu quc gia m tt c cc can thip ny u ng gp vo vic t c mt mc tiu c th no . Ghi ch: Mt ngnh bao gm nhiu hot ng pht trin c nhm li cho mc ch cng v d nh y t, gio dc, nng nghip, giao thng...
Self-evaluation
An evaluation by those who are entrusted with the design and delivery of a development intervention.
T nh gi
nh gi do nhng ngi c giao nhim v thit k v thc hin mt can thip h tr tin hnh.
Self-monitoring
Ongoing assessment by the head of a department or office of the progress in achieving the expected accomplishments and delivery of outputs.
T theo di
Vic nh gi tip din ca trng mt b phn hoc n v v tin t c cc kt qu mong mun v chuyn giao cc u ra.
Soft assisstance
Advocacy, policy advice/dialogue, and facilitation/brokerage of 52
H tr mm
Tuyn truyn vn ng, i thoi/t vn chnh sch, v thc y trao i
Cc thut ng trong theo di, nh gi v qun l da trn kt qu information, partnerships or political compromise. UNDP policy advisors, programme staff and senior country office staff are the main conveyers of soft assistance either through projects and programmes, or independent of them in an ad hoc, on demand manner. Soft assistance tends to be delivered at the upstream level where national policies that affect human development outcomes are debated, formulated and implemented, although it can also be delivered downstream by project staff. thng tin, hp tc hoc tha thun chnh tr. Cc chuyn gia chnh sch, cn b chng trnh v nhn vin vn phng quc gia cp cao ca UNDP l ngi chuyn ti cc h tr mm thng qua cc chng trnh v d n hoc t c nhn h khi c yu cu. H tr mm c khuynh hng thc hin tm v m, ni tho lun, xy dng v thc hin cc chnh sch quc gia c nh hng n cc kt qu v pht trin con ngi, mc khc n cng c th tm thp hn (vi m) do cc cn b d n thc hin.
Stakeholders
People, groups or entities that have a role and interest in the aims and implementation of a programme. They include the community whose situation the programme seeks to change; field staff who implement activities; and programme managers who oversee implementation; donors and other decision-makers who influence or decide the course of action related to the programme; and supporters, critics and other persons who influence the programme environment (see target group and beneficiaries).
Cc i tc
Cc c nhn, cc nhm, hoc cc thc th c vai tr v quan tm n mc tiu v vic thc hin chng trnh. H bao gm cng ng m chng trnh mun thay i hin trng; cc cn b thc a trin khai cc hot ng, v nhng ngi qun l chng trnh lm nhim v gim st vic thc hin; cc nh ti tr v nhng ngi ra quyt nh khc c nh hng hoc quyt nh din tin cc hot ng lin quan n chng trnh; nhm ng h h tr, nhm ph bnh v nhng nhm khc nh hng n mi trng ca chng trnh (xem nhm ch v i tng hng li).
53
Statement of accomplishment/results achieved

A succinct synopsis of accomplishments achieved relative to the Expected Accomplishment which is based on and distilled from the Accomplishment Account. It captures the key facts of what was achieved in this regard during the biennium.
Tm lc thnh tu/ kt qu t c
Bn tm tt xc tch cc thnh tu t c so vi cc kt qu mong mun trn c s v c kt t bo co hon thnh cng vic. N nu r nhng vic chnh t c trong nm k hoch.
Strategic results framework

As a generic term, the strategic results framework (SRF) represents the development hypothesis including those results necessary to achieve a strategic objective and their causal relationships and underlying assumptions. The framework establishes an organizing basis for measuring, analyzing and reporting results of the operating unit. It is also useful as a management tool and therefore focuses on the key results that must be monitored to indicate progress. It also may be the overall aims and objectives of a countrys approach to development based on analysis of problems, and including a statement of priorities.
Khung kt qu chin lc
Thut ng chung m t cc gi thit bao gm cc kt qu cn thit cho vic t c mt mc tiu chin lc, mi quan h nhn qu ca chng v cc gi thit c bn. Khung kt qu thit lp c s cho vic o lng, phn tch v bo co cc kt qu ca n v thc hin. Khung kt qu cng l mt cng c qun l hu ch v do cn tp trung vo cc kt qu ch yu phi c theo di bit tin . Khung kt qu cng c th l cc mc ch v mc tiu chung ca mt hng tip cn pht trin ca mt quc gia da trn phn tch cc vn , v bao gm vic nu r cc u tin.
Strategies
Approaches and modalities to deploy human, material and financial 54
Cc chin lc
Cc phng php tip cn v phng thc trin khai ngun lc v
Cc thut ng trong theo di, nh gi v qun l da trn kt qu resources and implement activities to achieve results. con ngi, vt t, v ti chnh cng nh thc hin cc hot ng t c cc kt qu.
Success
A favourable programme result that is assessed in terms of effectiveness, impact, sustainability and contribution to capacity development.
Thnh cng
Kt qu mong mun ca chng trnh c nh gi theo hiu qu, tc ng, tnh bn vng, v kh nng ng gp cho vic pht trin nng lc.
Summative evaluation
A type of outcome and impact evaluation that assesses the overall effectiveness of a programme.
nh gi tng kt
Hnh thc nh gi kt qu v tc ng. N lng gi ton b hiu qu ca chng trnh.
Survey
Systematic collection of information from a defined population, usually by means of interviews or questionnaires administered to a sample of units in the population (e.g. person, youth, adults etc.). Baseline surveys are carried out at the beginning of the programme to describe the situation prior to a development intervention in order to assess progress; Mid line surveys are conducted at the mid point of the cycle to provide management and decision makers with the information necessary to assess and, if necessary, adjust, implementation, procedures, strategies and 55
iu tra
Thu thp c h thng cc thng tin t qun th xc nh, thng l qua phng vn hoc dng b cu hi c thit k cho mu nghin cu trong qun th (v d: ngi, thanh thiu nin, ngi ln,). iu tra ban u c thc hin lc bt u chng trnh nhm m t thc trng trc khi tin hnh h tr can thip dng so snh sau ny khi nh gi tin . iu tra gia k c tin hnh thi im gia ca chu k cung cp cho ngi qun l v ngi ra quyt nh cc thng tin cn thit nhm nh gi, v iu chnh vic thc hin, cc quy trnh, chin lc v sp xp t chc nu cn t
Glossary of terms in monitoring, evaluation and results based management institutional arrangements, for the attainment of results. In addition, the results of midline surveys can also be used to inform and guide the formulation of a new country programme. End line surveys are conducted towards the end of the cycle to provide decision makers and planners with information with which to review the achievements of the programme and generate lessons to guide the formulation and/or implementation of a new programme/ projects. c cc kt qu. Hn na, kt qu ca iu tra gia k cng c th c s dng thng bo hoc hng dn xy dng mt chng trnh quc gia mi. iu tra kt thc/cui k c thc hin vo cui chu k, cung cp thng tin cho nhng nh ra quyt nh v lp k hoch xem xt li kt qu ca chng trnh v rt ra cc bi hc h tr xy dng hoc thc hin mt chng trnh/ d n mi.
Sustainability
Durability of programme results after the termination of the technical cooperation channelled through the programme. Static sustainability the continuous flow of the same benefits, set in motion by the completed programme, to the same target groups; dynamic sustainability the use or adaptation of programme results to a different context or changing environment by the original target groups and/or other groups.
Tnh bn vng
Tnh lu bn ca cc kt qu chng trnh sau khi kt thc hp tc h tr k thut cho chng trnh. Tnh bn vng tnh - tip ni ca nhng li ch tng t c chuyn ti nhng nhm ch/nhm hng li sau khi chng trnh kt thc; tnh bn vng ng - vic nhm ch ban u v/hay cc nhm khc s dng hoc iu chnh cc kt qu chng trnh trong mt bi cnh khc hoc theo mi trng thay i.
Synthesis
The process of identifying relationships between variables and aggregating data with a view to reducing complexity and drawing conclusions. 56
Tng hp
Qu trnh xc nh mi lin h gia cc bin v d liu tp hp vi mc ch lm gim s phc tp v rt ra cc kt lun.
T
Target
The main beneficiaries of a programme or project that are expected to gain from the results of that programme or project. They are closely related to its impact and relevance.
ch
Nhng ngi hng li chnh ca chng trnh hoc d n s nhn c li ch t cc kt qu ca chng trnh hoc d n . H c lin quan cht ch n tc ng v tnh ph hp ca chng trnh/d n.
Target group
The main stakeholders of a programme that are expected to gain from the results of that programme. Sectors of the population that a programme aims to reach in order to address their needs.
Nhm ch
Nhng i tc chnh ca mt chng trnh, i tng s c hng cc kt qu ca chng trnh. Cc nhm ngi nht nh m chng trnh xc nh tip cn p ng nhu cu ca h.
Terminal evaluation
Evaluation conducted after the intervention has been in place for some time or towards the end of a project or programme to measure outcomes, demonstrate the effectiveness and relevance of interventions and strategies, indicate early signs of impact, and recommend what interventions to promote or abandon.
nh gi kt thc
nh gi c tin hnh sau khi can thip ca mt chng trnh hoc d n c thc hin mt thi gian hoc ang giai on sp kt thc chng trnh/ d n. Mc ch l o lng kt qu, cho thy hiu qu v s ph hp ca cc can thip v chin lc, cho bit cc du hiu sm ca tc ng v khuyn ngh nhng can thip no cn thc y hoc chm dt.
Terminated
Status of programmed outputs not delivered to the intended users 57
Chm dt
Tnh trng cc u ra chng trnh khng c a ti ngi s dng
Glossary of terms in monitoring, evaluation and results based management during the biennium. Termination can be by legislative decision or at the discretion of the Secretariat. Programme managers are encouraged to exercise their discretion to terminate outputs if they become redundant, duplicative, obsolete, irrelevant, or when extrabudgetary resources are not available to implement them in either the current or future biennium. trong c nm. Vic chm dt c th do quyt nh php l hoc do yu cu ca Ban ch o chng trnh. Cc nh qun l chng trnh c th t loi b nhng u ra khng cn thit, trng lp, qu hn, khng ph hp hoc khi cc ngun lc ngn sch b sung khng c sn thc hin nhng u ra ny trong nm hin ti hoc tng lai.
Terms of reference
Written document presenting the purpose and scope of the evaluation, the methods to be used, the standard against which performance is to be assessed or analyses are to be conducted, the resources and time allocated, and reporting requirements. Two other expressions sometimes used with the same meaning are scope of work and evaluation mandate.
iu khon tham chiu

Vn bn ti liu nu r mc ch v phm vi nh gi, cc phng php s dng, cc tiu ch nh gi thc hin cng vic hoc tiu ch tin hnh phn tch, phn b ngun lc v thi gian, v cc yu cu v bo co. Hai thut ng ng ngha khc i khi cng c s dng l phm vi cng vic v nhim v nh gi.
Thematic evaluation
Evaluation of selected aspects or cross-cutting issues in different types of interventions.
nh gi theo ch
nh gi cc kha cnh c la chn hoc cc vn xuyn sut trong cc loi can thip khc nhau.
Timeliness
Evaluations must be designed and completed in a timely fashion so as to address the specific purpose and objectives for which they were 58
Tnh kp thi
nh gi phi c thit k v hon thnh ng thi gian t c cc mc ch v mc tiu c th v m bo tnh hu ch ca cc pht hin v
Cc thut ng trong theo di, nh gi v qun l da trn kt qu commissioned and ensure the usefulness of the findings and recommendations. Balancing technical and time requirements with practical realities while providing valid, reliable information is central to ensuring that evaluations support management for results. khuyn ngh. Cn i gia cc yu cu v mt k thut, thi gian so vi iu kin thc t, ng thi thng tin chnh xc v tin cy l rt quan trng m bo rng nh gi c th h tr vic qun l theo kt qu.
Time-series analysis
Quasi-experimental designs that rely on relatively long series of repeated measurements of the outcome/output variable taken before, during and after intervention in order to reach conclusions about the effect of the intervention.
Phn tch chui thi gian

Thit k gi thc nghim da vo hng lot cc bin s u ra/ kt qu o lng lp i lp li trc, trong v sau can thip a ra kt lun v tc ng ca can thip.
Transparency
Carefully describing and sharing information, rationale, assumptions, and procedures as the basis for value judgments and decisions.
S minh bch
M t cn thn v chia s thng tin, cc l do, cc gi nh, v cc quy trnh ng vai tr nn tng cho nhng iu chnh v quyt nh c gi tr.
Triangulation
The use of three or more theories, sources or types of information, or types of analysis to verify and substantiate an assessment. Note: By combining multiple data sources, methods, analyses or theories, evaluators seek to overcome the bias that comes from single informants, single methods, 59
i chiu kt hp nhiu ngun s liu

Vic s dng t ba l thuyt, ngun/loi thng tin, hoc loi hnh phn tch tr ln kim chng v chng minh mt lng gi. Ghi ch: Bng cch kt hp nhiu ngun d liu, phng php, phn tch hoc l thuyt, ngi nh gi khc phc c nhng sai s do ch
Glossary of terms in monitoring, evaluation and results based management single observer or single theory studies. s dng mt ngun thng tin, mt phng php, mt quan st vin hay mt nghin cu duy nht.
U
Utility
The value of something to someone or to an institution. The extent to which evaluations are guided by the information needs of their users.
Tnh hu dng
Gi tr i vi c nhn hay mt t chc, mc m cuc nh gi c nh hng theo nhu cu thng tin ca ngi s dng.
V
Validation
The process of cross-checking to ensure that the data obtained from one monitoring and evaluation method are confirmed by the data obtained from a different method.
m bo tnh chnh xc ca s liu

Qu trnh kim tra cho m bo d liu thu thp c t mt phng php theo di v nh gi ng nh d liu thu thp t mt phng php khc.
Validity
The extent to which methodologies and instruments measure what they are supposed to measure. A data collection method is reliable and valid to the extent that it produces the same results repeatedly. Valid evaluations are ones that take into account all relevant factors, given the whole context of the evaluation, and weigh them appropriately in the 60
Tnh chnh xc
Mc chnh xc m cc phng php v cng c nghin cu o lng c. Mt phng php thu thp s liu c coi l tin cy v c gi tr khi o lng bng phng php ny nhiu ln vn cho cng mt kt qu. Nhng nh gi c gi tr l nhng nh gi cn nhc tt c cc yu t lin quan, xt trong ton b bi cnh ca nh gi, v xem xt
Cc thut ng trong theo di, nh gi v qun l da trn kt qu process of formulating conclusions and recommendations. chng mt cch ph hp trong qu trnh a ra kt lun v khuyn ngh.
Variable
In evaluation, refers to specific characteristics or attributes, such as behaviours, age, or test scores, that are expected to change or vary. For example, the level of adolescent drug use after being exposed to a drug prevention programme is one variable that may be examined in an evaluation.
Bin s
Trong lnh vc nh gi, bin s l nhng c tnh, thuc tnh nh hnh vi, tui hoc im nh gi c th thay i hoc bin i. V d, mc s dng ma ty ca tr v thnh nin sau khi chu tc ng ca mt chng trnh phng chng ma ty l mt bin s c th c o lng trong mt cuc nh gi.
W
Work Plans
Quarterly, annual, or multiyear schedules of expected outputs, tasks, timeframes and responsibilities.
K hoch hot ng
K hoch qu, nm hay nhiu nm t cc kt qu mong i, nu r nhim v, khung thi gian v trch nhim lin quan.
61
REFERENCES
1. UNFPA: Programme Managers Planning Monitoring & Evaluation toolkit. 2. OECD/DAC. Glossary of Key Terms in Evaluation and Results Based Management, the DAC Working Party on Aid Evaluation, 2002. Available online at http://www.oecd.org 3. The United Nations Development Group (UNDG). Results Based Management Terminology, June 2003, Available online at http://www.undp.org 4. Sriven, Michael. Evaluation Thesaurus Fourth Edition, Sage Publications, 1991 5. The World Bank. Measuring Efficiency and Equity Terms. Available online at http://www.worldbank.org 6. United Nations Development Programme. Handbook on Monitoring and Evaluating for Results, 2002 7. African Development Bank (AfDB), the Islamic Development Bank (IsDB) and the OECD-DAC. Glossary of Key Terms in Evaluation and Result Based Management
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Giy php xut bn s 59-2008/CXB/260-79/GTVT, do Nh xut bn Giao thng vn ti cp ngy 4 thng12 nm 2008. In 500 cun, kh A5. Thit k v ch bn ti Cng ty in Hong Minh.
UNFPA Viet Nam

1st Floor, UN Apartment Building, 2E Van Phuc Compound, Ba Dinh Dististrict, Ha Noi, Viet Nam Tel: +84-4-3823 6632 * Fax: +84-4 3823 2822 Website: http://vietnam.unfpa.org

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CAC THUAT NG TRONG THEO DOI, ANH GIA VA QUAN LY DA TREN KET QUA

GLOSSARY OF TERMS IN MONITORING, EVALUATION AND RESULTS BASED MANAGEMENT

Ian Howie Trng i din Qu Dn s Lin hp quc ti Vit Nam

Ian Howie Representative United Nations Population Fund in Viet Nam

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Trch nhim gii trnh

Glossary of terms in monitoring, evaluation and results based management

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Phng php phn tch

Cng c phn tch

Glossary of terms in monitoring, evaluation and results based management

Kim ton/ Kim chng

Thng tin ban u

Glossary of terms in monitoring, evaluation and results based management

Thc hnh tt nht

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Pht trin nng lc

Glossary of terms in monitoring, evaluation and results based management

Nghin cu tnh hung

Phn tch nguyn nhn

S hi lng ca khch hng

Glossary of terms in monitoring, evaluation and results based management

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Phn tch chi ph - li ch

Glossary of terms in monitoring, evaluation and results based management

Phn tch chi ph hiu qu

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Country programme evaluation/Country assisstance evaluation

nh gi chng trnh quc gia/ nh gi vin tr quc gia

Data collection method

Phng php thu thp d liu

Glossary of terms in monitoring, evaluation and results based management

Ngun s liu/Ngun d liu

Can thip pht trin

Mc tiu pht trin

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Discretionary external evaluation

Discretionary internal evaluation/self-evaluations

Thc hnh c hiu qu

Glossary of terms in monitoring, evaluation and results based management

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

nh gi trc can thip

nh gi sau can thip

Glossary of terms in monitoring, evaluation and results based management

Glossary of terms in monitoring, evaluation and results based management

Nhng kt qu ni bt ca chng trnh

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

T l thc hin cng vic

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Ch s hon thnh cng vic

Hiu qu gin tip

Cc thut ng trong theo di, nh gi v qun l da trn kt qu

Institutional development impact

Tc ng pht trin t chc

Glossary of terms in monitoring, evaluation and results based management

Logical framework (Log frame)

Logical framework approach

Phng php tip cn khung logic

H thng thng tin qun l

Mandatory internal evaluation/self-assessments

nh gi bn trong theo u nhim/t nh gi

Means of Verification (MOV)

Phng tin kim nh/xc minh