Glossary of Terms in Monitoring , Evaluation and Results Based Management

7/31/2019 Glossary of Terms in Monitoring , Evaluation and Results Based Management

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CAC THUAT NG TRONGTHEO DOI, ANH GIA VA

QUAN LY DA TREN KET QUA

GLOSSARY OF TERMS IN

MONITORING, EVALUATION ANDRESULTS BASED MANAGEMENT

Ha Noi, 2008


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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.

UNFPA, Qu dn s Lin hp quc, mt t chc pht trin quc t, anghot ng nhm thc y quyn cho mi ph n, nam gii v tr emu c c mt cuc sng di do sc khe v c chi bnh ng.UNFPA ang h trcc nc trong vic s dng s liu dn s xydng chnh sch v chng trnh nhm xo i gim ngho v m borng mi ph nu c thai theo mun, tr em u c sinh ra anton, thanh thiu nin u khng mc phi HIV/AIDS, tr em gi cngnh ph nu c i x bnh ng v tn trng


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3

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 chl din gii li. Mt s trng hp khc th a ra cc khi nim chuyn mnhon ton mi. Mt s thut ng tuy tng c s dng ph bin trong ngnng hng ngy song vn cn tng i kh hiu. Mt s khc c s dngrng ri bng ting quc ng hoc bng ting Anh nguyn bn nhng cngcha c hiu ng ngha. Nhiu thut ng mc d trthnh quen thucnhng kh c th dch ra mi th ting.

Mc ch ca vic ra i cun thut ng ny l gip cc ng nghip gim btcc kh khn trong phin gii ng, ngha. Cun thut ng cng s gp phnnng cao cht lng o to, thc hin, theo di, nh gi v qun l chngtrnh do UNFPA ti tr.

gp phn phin gii chnh xc v c cng chung cch hiu v cc thut ngquc t, Vn phng UNFPA la chn v dch sang ting Vit mt s thutng 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 chuyngia theo di, nh gi s dng. Cc thut ngc trnh by song ng Anh-Vit, 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 vicphin gii cha chn vn ng hon ton ng ngha trong ting Vit. V vy vnmong nhn c sng gp kin ca c gi gip chng ti nng caocht lng ln ti bn tip theo.

Ian Howie

Trng i din

Qu Dn s Lin hp quc ti Vit Nam


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Foreword

Not surprisingly, as thinking on development has advanced in the light of ex-perience, 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 ininterpretation 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/ projectmanagers 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


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

5

A

Accountability

Responsibility and answerability forthe 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 iseffective 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 cvic s dng cc ngun lc, ccquyt nh v/hoc cc kt qu cacquan c thm quyn, cc nhimv chnh thc v k c cc nhim vc giao cho cc c nhn hoc nv di quyn. i vi cc cn bqun l chng trnh, iu ny th

hin trch nhim cung cp ccbng chng cho cc i tc chng tchng trnh c hiu qu, ph hpvi cc kt qu dnh v vi ccyu cu v php l v ti chnh.Trong cc t chc khuyn khch oto hc hi, trch nhim gii trnh cth c nh gi thng qua cch

thc cc nh qun l s dng cc ktqu theo di v nh gi.

Achievement

A manifested performance deter-

mined by some type of assessment.

Thnh quKt qu thc hin c xc nhthng qua mt hnh thc nh gino .

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 ngCc hnh ng hoc cc cng vicc thc hin nh huy ng ccu vo nh kinh ph, h trk thutv cc loi ngun lc khc nhmmang li cc u ra c th.


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Glossary of terms in monitoring, evaluation and results based management

6

Additional output

Output that was implemented in

addition to those initially

programmed in the programmebudget. 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 in-

troduced additionally byprogramme managers by using

the resources released from

postponements and/or termi-

nations or as the response to

request received and funded

through extra budgetary means to

enhance the attainment of

the objectives and expectedaccomplishments of the subpro-

gramme.

u ra b sungu ra c thc hin thm so vik hoch ban u trong ngn schchng trnh. C hai loi u ra bsung:

- b sung do cp c thm quyn:Nhng u ra c b sung bngmt quyt nh php l sau khingn sch c thng qua;

- u ra c cn b qun l chng

trnh b sung, s dng nhngngun lc sn c do tr honv/hoc kt thc cc hot ngkhc hoc cc u ra khc cthm kinh ph, nhm thc y vict c cc mc tiu v thnh qumong i ca tiu chng trnh.

Advocacy

Pleading for, speaking on behalf of

or recommending something or

someone. UNDPs advocacy role isone 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 gover-

nance. Part of soft assistance.

Tuyn truyn vn ngHot ng ku gi hoc khuyn nghv mt vn g hoc mt ai .

Vai tr tuyn truyn vn ng caUNDP l gp phn thc y din npht trin con ngi tm quc gia,khu vc v ton cu thng qua hnglot cc vn nh gim n, bnhng gii, xa i gim ngho, thayi kh hu v qun tr nh nc tt.Tuyn truyn vn ng l mt phn

ca h trmm.


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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 hthng cc k thut thng k v lplun theo trnh t din gii, sosnh, phn loi v tm tt cc d liu thu thp c nhm rt ra cc ktlun.

Analytical method

A means to process, understand and

interpret data.

Phng php phn tchCch 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 tchCc phng php c s dng x l v phin gii thng tin trongmt cuc nh gi.

Applied researchA 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 dngLoi nghin cu da trn csmtginh l cc vn ca con ngiv x hi c thc gii quyt bngkin thc. Nhng hiu bit thu othu c qua nghin cu, v d nhv quan h gii, c thc s dng xy dng cc chin lc c hiuqu nhm vt qua cc ro cn vnho x hi i vi bnh ng gii.Tp hp cc kt qu ca nghin cung dng vo trong thit k chngtrnh lm tng cng hiu qu canthip, mang li thay i mong mun.


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Appraisal

An assessment, prior to commitment

of support, of the relevance, value,

feasibility, and potential acceptabi-lity of a programme in accordance

with established criteria.

Thm nhMt nh gi (trc khi cam kt htr) v tnh ph hp, tnh gi tr, tnhkh thi v kh nng c chp nhnca mt chng trnh theo ng vicc 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 rela-

tionship 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.

GinhNhng gi thuyt v cc iu kincn thit m bo rng: (1) cchot ng theo k hoch st ccc kt qu mong i; (2) quan hnhn-qu gia cc mc kt qukhc nhau ca chng trnh s xyra nh mong i. Vic t c cckt qu s ph thuc vo cc ginhc c chng minh l ng haykhng. Cc ginh khng ng

bt k giai on no ca chui ktqu cng c th l trngi cho vict c kt qu mong i.

Attribution

Causal link of one event with

another. The extent to which

observed effects can be ascribed to aspecific intervention.

Quy ktKt ni nguyn nhn ca mt s kinny vi mt s kin khc. Mc tc ng c thc qui cho mtcan thip c th.

Auditing

An independent, objective, system-

atic process that assesses the ade-

quacy of the internal controls of an

organization, the effectiveness of its

Kim ton/ Kim chngMt qu trnh c lp, khch quanmang tnh h thng, nh gi y vic kim sot ni b ca mt tchc, hiu qu ca qu trnh qun l


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risk management and governance

processes, in order to improve its

efficiency and overall performance.

It verifies compliance withestablished rules, regulations,

policies and procedures and

validates the accuracy of financial

reports.

ri ro nhm ci thin hiu sut vthc hin cng vic. Kim ton xcminh s tun th cc quy tc, quy

nh, chnh sch v th tc ra,cng nh xc nh tnh chnh xc cacc bo co ti chnh.

B

Baseline information

Facts about the condition or

performance of subjects prior totreatment or intervention.

Thng tin ban uCc thng tin/d kin thc t v tnh

trng hoc hot ng ca cc itng trc can thip.

Authority

The power to decide, certify or

approve.

Thm quynQuyn quyt nh, xc nhn hoc

ph chun.

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 chunim tham chiu hay chun mcda vo c thnh gi tin v thnh tu t c. i chunda vo thnh tch t c cacc t chc khc (c them ra sosnh) trong thi gian gn y, hocda vo nhng g m theo suy lunhp l l t c trong cc iukin tng t.


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Beneficiaries

Individuals, groups or entities whose

situation is supposed to improve (the

target group), and others whosesituation may improve as a result of

the development intervention.

i tng hng liCc c nhn, nhm ngi hay cc cquan nhn c cc li ch hay cithin tnh hnh ca mnh nh cchot ng can thip.

Best practices

Planning, organization, managerial

and/or operational practices that

have proven successful in particularcircumstances 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 nhtCc thc hnh lp k hoch, t chc,qun l v/hoc tc nghip c

chng minh l thnh cng tronghon cnh nht nh v c th pdng ring hoc p dng chung.Thc hnh tt nht c s dng chng minh hot ng no c hiuqu nht, tp hp v ng dngkin thc v vic hot ng tintrin nh th no v ti sao li tin

trin trong cc tnh hung v honcnh khc nhau.

Bias

Refers to statistical bias. Inaccurate

representation that produces

systematic error in a research

finding. Bias may result inoverestimating 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 sSai s lin quan n thng k. Ktqu nghin cu khng ng do sai sh thng. Sai s c th dn n vic

c lng thp hoc c lng caonhng c trng nht nh ca qunth. Sai s c th xy ra do thng tinthu thp cha y hay phng

php thu thp s liu sai c chnhhoc khng c chnh.


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C

Capacity

The knowledge, organization andresources needed to perform a

function.

Nng lc

Kin thc, cch t chc v ccngun lc cn thc hin mt chcnng no .

Capacity development

A process that encompasses the

building of technical abilities,

behaviours, relationships and valuesthat 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 developcapacity 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 tonew demands and situations.

Capacity development is also

referred to as capacity building or

strengthening.

Pht trin nng lcMt qu trnh bao gm xy dng khnng k thut, hnh vi, mi quan h

v cc gi tr khuyn khch cc cnhn, tp th, cc t chc, v onth tng cng thc hin cng vicnhm t c cc mc tiu phttrin theo thi gian. Qu trnh nytri qua mt s giai on pht trindo loi hnh can thip cn chovic nng cao nng lc cc giai

on khc nhau cng rt khc nhau.N bao gm vic cng c cc qutrnh, h thng v lut l nhm tonn hnh vi v thc hnh ca cnhn v tp th, trong phm vi khnng v mong mun ca con ngic ng vai tr mi v thch nghivi yu cu v hon cnh mi. Pht

trin nng lc cng c gi l xydng v nng cao nng lc.


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Case study

The examination of the characte-

ristics of a single case (such as an

individual, an event, a programme orsome 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 hungXem xt cc c im ca mttrng hp (mt c nhn, s kin,chng trnh hoc mt c quan cth). Mt mu nghin cu gmnhiu trng hp cng c thcnghin cu tm ra nhng imchung v xc nh m hnh. Nghincu tnh hung c s dng thuthp thng tin nh tnh gii thch cckt qu ca cc nghin cu nhlng.

Causal relationship

A logical connection or cause-effect

linkage ascribed to the relationship

between accomplishments/results

and efforts to achieve them orbetween final results and their

impact on the target beneficiaries.

Mi quan h nhn quMi lin kt logic hoc lin ktnguyn nhn kt quc quy chomi lin h gia kt qu v nhng n

lc t c, hoc gia kt qucui cng v tc ng ca chng ivi 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 link-

ages as well as the differentiated im-

pact of the selected development

Phn tch nguyn nhn

Mt kiu phn tch s dng trongqu trnh xy dng chng trnh xc nh nguyn nhn gc r ca ccthch thc. Cc vn thng xut

pht t mt hay nhiu nguyn nhngc r ging nhau. Phn tch nguynnhn a ra cc d liu chnh, cc xuhng v pht hin v quan h nhn- qu. Phn tch ny xc nh ccnguyn nhn gc r, mi lin h gia

chng v cc tc ng khc nhau ca


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challenges. Generally, for reproduc-

tive health and population problems,

a range of causes can be identified

that are interrelated. A causalityframework 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 vivn sc khe sinh sn v dn s,hng lot cc nguyn nhn c lin h

tng h. Mt khung nguyn nhnhay phn tch cy nguyn nhn (cngi l cy vn ) c thc sdng lm cng c phn nhm ccnguyn nhn v kim nh cc milin h gia chng v cc yu tnhhng.

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 inoutcomes, impacts and feedback.

The chain of results articulates a

particular programme theory.

Chui cc kt quChui nguyn nhn trong lp khoch h trcan thip s quy nhcc ng hng c tht ckt qu mong mun, bt u bngcc hot ng, thng qua cc uvo c huy ng to ra cc u

ra c th v ri n cc kt qu, tcng v phn hi. Chui kt qukhp ni vi nhau thnh mt lthuyt chng trnh c th

Client satisfaction

The satisfaction of a programmes

clients, defined as the organizationsor individuals who are affected by

that programme, often measured in

terms of meeting their needs or

expectations.

Shi lng ca khch hngS hi lng ca khch hng ca mt

chng trnh (chnh l i tng cnhn hoc t chc chu tc ng cachng trnh) thng c o bngmc tha mn nhu cu hocmong mun ca h.


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14

Conclusion

A reasoned judgement based on a

synthesis of empirical findings or

factual statements corresponding toa specific circumstance.

Kt lunNhn nh hp l da trn s tnghp cc pht hin chnh hay ccnhn xt thc t lin quan n mthon 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 theproblem it is facing.

iu kinHin trng m ngi nh gi cn

phi m t v gii thch. iu kinc th m t chng trnh ang c

trin khai mc nh th nohoc vn m chng trnh anggp phi.

Contribution

The link between the activities

carried out by various organizational

units to arrive at final products orservices delivered to end-users to

accomplish a desired result.

ng gpMi lin h gia cc hot ng cthc hin bi nhiu n v khc nhau

t c cc kt qu hoc dch vcui cng nhm cung cp cho ngis dng t c kt qu mongi.

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 chngMt nhm nhng ngi hng lic chn la, nhm ny c nhngc im tng t nh nhm chnhng khng bnh hng bi cch trcan thip (khng c hngli t can thip v d nho tochng hn). V vy, s khc bit gianhm chng v nhm ch c thc o lng v nh gi ( so

snh).


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Cost-benefit analysis

A type of analysis that compares the

costs and benefits of programmes.

Benefits are translated into monetaryterms. 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 chMt phn tch so snh chi ph v lich ca chng trnh. Li ch cqui i thnh tin. V d, trongtrng hp ngn nga c mt caly nhim HIV th s tit kim ccc khon chi ph nh chi ph iutr, mt thu nhp, hay chi ph machay. Chi ph ny sc cng liv so snh vi chi ph ngn ngaca ly nhim HIV. T s chi ph lich ca mt chng trnh v thctnh bng vic chia tng cc li chcho tng chi ph ca chng trnh(u tnh bng tin). Nu li ch quyra tin ln hn chi ph b ra chochng trnh th chng trnh ccoi l c li ch tuyt i. Phn tchchi ph - li ch c thc s dng so snh cc can thip c cc ktqu khc nhau (v d nh ccchng trnh k hoch ho gia nhv phng chng bnh st rt). Cngc th so snh gia cc ngnh vinhau. V d, ta c th so snh t schi ph-li ch ca chng trnh

phng chng HIV v chng trnhu t cho gio dc b gi. Tuynhin gi tr li ch ca sc khe vli ch x hi quy ra tin i khi lmny sinh rc ri (v nh, quy mngsng con ngi thnh tin).


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Cost-effectiveness analysis

A type of analysis that compares

effectiveness of different interven-

tions by comparing their costs andoutcomes 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 quMt phn tch so snh tnh hiu quca cc can thip khc nhau thngqua so snh cc chi ph b ra v cckt quc o lng bng cc nv thc th (v d nh so s tr emc tim chng hay s t vong cth trnh c) ch khng phi tnhtheo n v tin. Chi ph hiu quc tnh bng cch ly tng chi ph

b ra ca chng trnh chia cho sn v kt qut c (v d nhs ngi trnh b t vong hay s caHIV c th ngn chn c) v cth hin, v d nh chi ph cho mttrng hp t vong c th trnhc hoc cho mt ca ly nhimHIV ngn nga c. Phn tch nych p dng c cho cc chngtrnh c cng mc tiu hay cng ktqu tc ng. V d, ngi ta c thso snh cc chin lc khc nhaunhm gim t l t vong m.Chng trnh c chi ph trn mtn v kt qu thp hn sc coil c tnh chi ph-hiu qu cao hn.Khng ging vi phn tch chi ph li ch, phn tch chi ph-hiu qukhng nh gi li ch tuyt i cachng trnh. Ni cch khc, c chorng kt qu ca mt can thip l t c, vn ch l phi xc nhcch chi ph c hiu qu nht tc kt qu.


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Country programme evalu-

ation/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 qucgia/ nh gi vin trqucgia

nh gi cc can thip ca mt hocnhiu nh ti trv chin lc h trmt nc i tc.

Coverage

The extent to which a programmereaches its intended target popula-

tion, institution or geographic area.

bao ph

Phm vi m chng trnh bao phc qun thch, c quan hockhu vc a l nh t trc.

Criteria

The standards used to determine

whether or not a programme or proj-

ect meets expectations.

Tiu ch

Cc chun c s dng xc nhmt chng trnh hoc d n c png c cc mong i hay khng.

DData

Specific quantitative and qualitative

information or facts.

Dliu/s liuThng tin, d kin nh tnh v nhlng c th.

Data collection methodThe 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 dliuCch thc thu thp thng tin v sliu v mt ch s kt qu hoc nhgi. Phng php thu thp s liu

bao gm vic r sot cc bo co,iu tra, phng vn hoc phn tchni dung.


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Database

An accumulation of information that

has been systematically organized

for easy access and analysis.Databases are usually computerized.

CsdliuL tp hp thng tin c sp xpmt cch c h thng c th truy

cp v phn tch d dng. Csdliu thng c vi tnh ho.

Description of results

Succinct statement based on the data

collected on the performance meas-

ures at the indicator of achievement

level. It interprets and articulatessuch data in a results oriented lan-

guage.

M t kt quTrnh by ngn gn da theo s liuthu thp c v tiu chun thchin cng vic cp ch s kt qu.

Bo co din gii v trnh by cc sliu theo ngn ng hng ti ktqu.

Development intervention

An instrument for partner support

aimed to promote development.

Note: Examples are policy advice,projects, and programmes.

Can thip pht trinPhng tin h tri tc nhm mcch thc y s pht trin.

Ghi ch: V d nh l t vn chnhsch, 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 moredevelopment interventions.

Mc tiu pht trinTc ng c chch ng gp vocc li ch vt cht, ti chnh, thch, x hi, mi trng hoc cc lich khc i vi x hi, cng nghoc nhm i tng thng qua mthoc nhiu can thip.

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 dliuNgun gc ca s liu hoc thngtin c thu thp. Ngun s liu cth l cc t liu chnh thc vkhng chnh thc, t cc c nhn,cc ti liu,


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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 gov-ernance level.

nh gi c lp (tbnngoi)

L nh gi theo yu cu ca cc nhqun l chng trnh, c qun lv tin hnh bi nhng c quankhng thuc chng trnh hoc bi

bt c ngi nh gi c lp t bnngoi chng trnh. i vi hnhthc nh gi ny, ngi qun lchng trnh yu cu ngi nh gic lp thit k, qun l v/hoc tinhnh cuc nh gi, v khi vai trca ngi qun l chng trnh lngi bnh gi.

nh gi c lp theo yu cu huch cho nh qun l chng trnhmong mun ci thin cht lngthc hin chng trnh trn c s

nh gi khch quan, mc d chngcng c thc dng h trvicra quyt nh cp qun l.

Discretionary internal

evaluation/self-evaluations

These are optional, non-mandatory

evaluations conducted by programmemanagers for their own use. They

address issues that are over and

above those covered by Mandatory

Internal Evaluation/Self-assess-

ments. While manages may contract

external consultants and specialists

to help with the exercise, these

evaluations are considered internalor self-evaluations because the

nh gi ni b/tnh giL nh gi t chn, khng bt bucv c nh qun l chng trnh t

tin hnh v mc ch ca ring h.nh gi ny c th cp nnhng vn nm trn c phm vica mt nh gi ni b /Tnhgi bt buc. Mc d nh qun l cth k hp ng vi t vn vchuyn gia bn ngoi h tr thchin, nh gi ny vn b coi l nh

gi bn trong hoc tnh gi donh qun l chng trnh chu trch


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programme managers remain

responble for the design and/or

management of the evaluation, and

are ultimately responsible for thequality 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 qunl nh gi v chu trch nhim cuicng i vi cht lng ca bo co

v s dng kt qu nng cao hiuqu thc hin chng trnh. Tnhgi rt hu ch khi xc nh cc thchnh tt nht v bi hc kinhnghim, n cng c th ph hp nh gi cc ch xuyn sut thit k trong mt s tiu chngtrnh.

E

Economy

Absence of waste for a given output.

Note: An activity is economical

when the costs of the scarceresources used approximate the

minimum needed to achieve planned

objectives.

Tnh kinh tKhng c s lng ph t cu ra mong mun.

Ghi ch: Mt hot ng c hiu qukinh t khi chi ph ngun lc khanhim c s dng gn vi mcti thiu cn thit t c mctiu k hoch t ra.

Effect

Intended or unintended change due

directly or indirectly to an interven-tion.

Hiu quThay i c ch hoc khng c

ch do mt can thip trc tip hocgin tip.

Effective practices

Practices that have proven

successful in particular circum-

stances. Knowledge about effective

practices is used to demonstrate

what works and what does not and to

Thc hnh c hiu quThc hnh c chng minh lthnh cng trong nhng hon cnhc th. Kin thc v thc hnh hiuquc s dng ch ra cng vicg ang tin trin, cng vic g khng


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accumulate and apply knowledge

about how and why they work in

different situations and contexts.

tin trin cng nh tch ly v pdng kin thc v cch thc v l docc 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 quo lng mc mt chng trnht c cc kt qu (cc u ra, ktqu 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 suto lng cch thc cc u vo(ngun ti chnh, nhn lc, k thutv vt t) c s dng mt cch tiu v kinh tem 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 sensitiveto 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 besensitive to and address issues

o cnh gi khng nn ch phn nh lich c nhn hoc li ch ca mtngnh no . Ngi nh gi phic tnh lim chnh chuyn nghip vtn trng cc quyn ca t chc vc nhn v bo mt vic cung cpthng tin v thm tra li cc thng

tin c cung cp. nh gi phinhy cm vi tn ngng, phong tcvn ha x hi ca a phng, phic tin hnh mt cch hp phpv quan tm y n li ch canhng ngi lin quan cng nhnhng ngi chu tc ng ca cc

pht hin nh gi. Trn tinh thn

ca Tuyn ngn ton cu v Nhnquyn, ngi nh gi phi nhy


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of discrimination and gender

inequality.

cm v phn nh c cc vn vk 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 thc nh giMc m mt hot ng hay mtchng trnh c thc nh githeo cch tin cy c.

Evaluation

A time-bound exercise that attemptsto assess systematically and objec-

tively the relevance, performance

and success, or the lack thereof,

of ongoing and completed

programmes. Evaluation is under-

taken selectively to answer specific

questions to guide decision-makers

and/or programme managers, and toprovide 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 andsustainability of a programme.

nh gi

Hot ng c thi hn lng gimt cch c h thng v khch quantnh ph hp, vic thc hin cngvic v nhng thnh cng hoc tht

bi ca cc chng trnh ang tiptc hoc hon thnh. nh gic tin hnh mt cch chn lc tr li cho cc cu hi c th nhm

hng dn ngi ra quyt nh hoccc nh qun l chng trnh. nhgi cng cung cp thng tin cho bitliu cc gi thuyt v ginh cs dng trong vic xy dng chngtrnh c gi tr hay khng, vic gtin trin, vic g khng tin trin vti sao. nh gi thng nhm xc

nh mc ph hp, hiu lc cathit k, hiu qu, hiu sut, tc ngv tnh bn vng ca mt chngtrnh.

Evaluation questions

A set of questions developed by the

evaluator, sponsor, and/or other

Cc cu hi nh giMt tp hp cc cu hi do nhngngi nh gi, nh ti trv/hoc


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stakeholders, which define the issues

the evaluation will investigate and

are stated in such terms that they can

be answered in a way useful tostakeholders.

cc i tc din t xc nh ccvn cn nh gi. Cc cu hi nyc 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 giKhung xc nh trng tm ca mtcuc nh gi bao gm cc cu hit ra, cc vn cn quan tm vnhng vn cn hoc khng cn

phn tch. Phm vi xc nh r ccch s nh gi v c th hintrong iu khon tham chiu.

Evaluation standards

A set of criteria against whichthe 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 chtlng ca cng tc nh gi. Ccchun ny o lng tnh hu ch,tnh kh thi, tnh ng n v tnhchnh xc ca cng tc nh gi. Ccchun nh gi phi c xy dngc 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.

Nhm nh giNhm cc chuyn gia chu trchnhim lp k hoch v t chc thchin nh gi. Nhm nh gi s vit

bo co nh gi.


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Evaluative activities

Activities such as situational

analysis, baseline surveys, applied

research and diagnostic studies.Evaluative activities are quite

distinct from evaluation; neverthe-

less, the findings of such activities

can be used to improve, modify

or adapt programme design and

implementation.

Cc hot ng nh giCc hot ng nh phn tch tnhhnh, iu tra cbn ban u, nghincu ng dng v nghin cu chnon. Cc hot ng nh gi rtkhc so vi qu trnh nh gi; tuynhin cc kt qu ca cc hot ngny c thc s dng ci thin,thay i hoc chnh sa cho khuthit 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 evaluatormay also be involved in taking

corrective action or making

improvements.

Ngi nh giC nhn lin quan n tt c cc giaion ca qu trnh nh gi t vicxc nh iu khon tham chiu, thuthp v phn tch s liu ti vic ara cc pht hin v xut khuyn

ngh. Ngi nh gi cng c ththam gia vo hot ng iu chnhhoc 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).

Bng chng/Chng cThng tin h trcho mt pht hinhoc kt lun. Bng chng cn phi

, xc ng v ph hp. C bn loibng chng: quan st (thng quaquan st trc tip i tng hoc skin); ti liu/t liu (c c thngqua vn bn); phn tch (trn cstnh ton v so snh); v t bo co(thu c thng qua, v d t cccuc iu tra).


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Ex-ante evaluation

An evaluation that is performed

before implementation of a develop-

ment intervention.

Related term: Appraisal.

nh gi trc can thipMt nh gi c tin hnh trckhi trin khai mt can thip.

Thut ng lin quan: Thm nh.

Execution

The management of a specific

programme which includes account-

ability for the effective use of

resources.

iu hnhVic qun l mt chng trnh c th

bao gm trch nhim gii trnh vics 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 directconsequence or effect of the delivery

of outputs and lead to the fulfilment

of the envisaged objective.

Kt qu mong munKt qu hoc tc ng mong munlin quan n li ch ca ngi sdng cui cng, c th hin didng tiu chun nh lng hoc

nh tnh, gi tr hoc t l. y lkt qu hoc tc ng trc tip cau ra v dn ti vic hon thnhmc 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 interven-

tions in the future.

nh gi sau can thipMt dng nh gi tng kt mt canthip, thng c thc hin sau khi kt thc can thip . Mc chl hiu c cc yu t to nnthnh cng v tht bi, nh gi ktqu, tc ng v tnh bn vng cakt qu, v rt ra kt lun gp

phn xy dng cc can thip tngt sau ny.


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External factor

Event and/or condition that is

beyond the control of those respon-

sible for an activity but that has aneffect 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 ngoiS vic hoc iu kin nm ngoitm kim sot ca nhng ngi chutrch nhim cho mt hot ngnhng li c tc ng n thnhcng hoc tht bi ca hot ng. Nc thc don trc di dnggi thit hoc c th khng dontrc c.

FFeasibility

The coherence and quality of a

programme strategy that makes

successful implementation likely.

Tnh kh thiS mch lc v cht lng ca mtchin lc chng trnh lm chovic 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, decision-

making and organizational learning.

Feedback is generated through

monitoring, evaluation and

evaluative activities and may include

findings, conclusions, recommen-

dations and lessons learned from

experience.

Phn hiChuyn ti cc thng tin pht hin ttheo di v nh gi, trnh by mtcch ph hp n ngi s dngnhm ci thin khu qun l chngtrnh, khu ra quyt nh, khu oto ca t chc. Phn hi c hnhthnh thng qua qu trnh theo di,

nh gi v cc hot ng mang tnhnh gi. N c th bao gm cc

pht hin, kt lun, khuyn ngh vbi hc kinh nghim.

Finding

A factual statement on a programmebased on empirical evidence

Pht hin

Bo co thc v chng trnh datrn cc bng chng thc nghim thu


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gathered through monitoring and

evaluation activities.

thp c qua cc hot ng theodi v nh gi.

Focus groupA 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 tmMt nhm t 7 n 10 ngi cchn la tham gia cc cuc tholun nhm nhm chia s hiu bit vcc quan st, thu thp quan im hay kin, xut cc tng haykhuyn ngh hnh ng v mt ch no . Tho lun nhm trngtm chnh l mt phng php thuthp d liu phc v cho mc chtheo di v nh gi.

Formative evaluation

A type of process evaluation under-

taken during programme implemen-

tation to furnish information that willguide 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 programmemanagers and other personnel about

the programme that are working and

those that need to be changed.

nh gi hnh thnhLoi nh gi qu trnh c thchin trong giai on trin khai

chng trnh cung cp thng tinnh hng cho vic ci thinchng trnh. nh gi hnh thnhtp trung vo vic thu thp d liuv cc hot ng ca chng trnh c nhng thay i hoc iuchnh cn thit cho chng trnhngay trong giai on u. Cch nh

gi ny c s dng cung cpcc kin phn hi cho cc nhqun l chng trnh v cc cn bkhc v chng trnh ang hotng v nhng g cn thay i.


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G

Goal

The higher order objective to whicha development intervention is

intended to contribute.

Mc ch

Mc tiu cp cao hn m cc htrcan thip dnh ng gp vo.

H

Highlights of programme

resultsThe 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 themost significant achievements

towards realizing the programme's

objectives.

Nhng kt qu ni bt cachng trnh

Nhng kt qu quan trng nht tc trong nm va qua trn cskt qu ca nhiu tiu chng trnh.

Nhng kt qu ni bt ny nm trongBo co thc hin chng trnh chotng phn ngn sch v phn nhc nhng thnh qu quan trng

nht trong vic thc hin cc mctiu ca chng trnh.

I

ImpactPositive 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, socio-

cultural, institutional, environmental,

technological or of other types.

Tc ngCc nh hng tch cc v tiu ccdi hn do cc can thip gy nn,hoc gin tip hoc trc tip, c ch hay khng ch cho cc nhm dnc nht nh. Cc nh hng ny cth l nh hng kinh t, vn ho xhi, th ch, mi trng, cng ngh

hoc cc loi nh hng khc.


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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 ngMt loi nh gi kt qu tp trungvo tc ng hay cc kt qu di hn,quy m ln ca mt chng trnh. Vd nhnh gi tc ng cho thygim t sut t vong m trong cngng l kt qu trc tip ca mtchng trnh c thit k cithin h thng chuyn tuyn v cungcp dch v chm sc c cht lngtrc v sau sinh v dch v docc cn b y tm nhn.

Implementation rate

The degree to which planned outputs

are completed during the biennium.

The output implementation rate is

usually calculated in three differentways. 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 ofmandated 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

T l thc hin cng vicMc m cc u ra theo k hochc hon thnh trong nm. T lthc 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 cacc u ra c giao (bao gm ccu ra theo k hoch ban u cngvi nhng u ra phi tip tc thchin cng vi nhng u ra b sungtheo yu cu ca cp c thm

quyn). Cch tnh th hai (2) ch rat l thc hin ca tt c cc u ra(l tng ca cc u ra c giaocng vi nhng u ra b sung).Cch ny cho bit t l cng vic canm 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


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by legislation) to the outputs

programmed in the biennial budget.

To understand the purpose of 3, it

should be recalled that whilebudgetary 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 imple-

mentation rate shows how much wasdelivered by a particular programme

compared with what had been

programmed at the outset of the

biennium.

c th ( c lp k hoch, tip tcthc hin, iu chnh li v b sung

bi cp c thm quyn) trn tng s

u ra theo k hoch trong ngn schnm. hiu r mc ch ca cchtnh th 3, cn phi bit rng, mc dcc ngun ngn sch c cung cp thc hin cc u ra theo khoch nm, qu trnh thc hin cth dn n nhng khi lng cngvic pht sinh vn phi thc hin

trong khun kh cc ngun lc snc. T l theo cch tnh th 3 cho

bit khi lng cng vic c thchin so vi k hoch u nm l baonhiu.

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 theappropriate level of decision-

making. 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 ofevaluation, nor expect to be in the

near future.

Tnh c lpChc nng nh gi cn phi c lpvi chc nng qun l iu hnh vra quyt nh, nh vy nh gikhng bnh hng sai lch, khchquan hn v c quyn np trc tip

bo co cho cp c quyn xem xt vra quyt nh ph hp. trnh

xung t v li ch v p lc khngng c, ngi nh gi cn phi clp, tc l thnh vin ca nhm nhgi khng chu trch nhim trc tiptrong vic ra chnh sch, thit khoc qun l i tng nh gi tithi im hin ti cng nh trongtng 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 andimplementation 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 organi-

zational pressure. It is characterized

by full access to information and

by full autonomy in carrying out

investigations and reporting findings.

nh gi c lpMt cuc nh gi c thc hin

bi c quan hoc c nhn khngthuc phm vi kim sot ca nhngngi thit k v thc hin cc canthip.

Ghi ch: Tnh tin cy ca mt nhgi ph thuc mt phn vo mc c lp ca nh gi . Tnh clp c ngha l khng chu nhhng v mt chnh tr v p lc cat chc. Tnh c lp c ngha l tdo tip cn y vi thng tin vt ch trong vic thc hin iu trav bo co cc pht hin.

In-depth evaluation

Both internal and external evaluation

can be "in-depth" when they take acomprehensive 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 theoverall relevance, effectiveness and

impact of the programmes.

nh gi suCnh gi ni b v nh gi c

lp u c th l nh gi su khixem xt mt cch ton din cngvic ca mt chng trnh hoc mtt chc. nh gi su c thcthc hin bi cc cquan bn ngoihoc cc cn b qun l chngtrnh. Mc tiu l a ra cc khuynngh ra quyt nh nhm mc

ch nng cao tnh ph hp, hiu quv tc ng ca chng trnh.

Indicator

A quantitative or qualitative measure

of programme performance that isused to demonstrate change and

Ch sMt o lng nh tnh v nh

lng vic thc hin chng trnh,dng biu t s thay i v nu


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which details the extent to which

programme results are being or have

been achieved. In order for indica-

tors to be useful for monitoring andevaluating 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 chngtrnh v ang t c. cc chs ny tht s hu ch trong cng tc

theo di v nh gi kt qu chngtrnh, vic xc nh cc ch s trctip, khch quan, thc tin, y v cp nht u n l iu rt quantrng.

Indicator of achievement

Used to measure the extent to

which expected accomplishments

have been achieved. Indicators

correspond to the expected accom-

plishment for which they are used to

measure performance. One expected

accomplishment can have multiple

indicators.

Ch s hon thnh cng vicc s dng o lng mc t c cc kt qu mong i. Ccch s tng ng vi kt qu mongi c s dng o lng mc thc hin. Mt kt qu mong ic 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 tipNhng thay i khng c trong khoch do kt qu ca vic thc hinchng trnh hoc d n.

Inputs

The financial, human, material,

technological and information

resource provided by stakeholders

(i.e. donors, programme imple-

menters and beneficiaries) that are

used to implement a development

intervention.

u voNgun ti chnh, nhn lc, vt t, kthut v thng tin do cc i tc (ccnh ti tr, ngi thc hin chngtrnh, nhng ngi hng li) cungcp, c dng thc hin cc canthip.


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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 chcho mt hot ng no tm racch 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 chcMc m mt can thip nng caohoc lm suy yu kh nng ca mtquc gia hoc mt khu vc trongvic s dng hiu qu, hp l v bnvng hn cc ngun nhn lc, tichnh v ti nguyn thin nhin, v

d thng qua (a) nh ngha r hn,tnh n nh, tnh minh bch, tnhhiu lc v c th don trc cavic sp xp t chc v/hoc (b) linkt cht ch hn gia nhim v vnng lc ca mt t chc. Nhng tc

ng c th bao gm c tc ng cchch hoc khng c chch camt hot ng.

JJoint evaluation

An evaluation conducted with other

UN partners, bilateral donors or

international development banks.

nh gi phi hpCuc nh gi c tin hnh cngvi cc t chc Lin hp quc khc,cc nh ti trsong phng hay ccngn hng pht trin quc t.


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Bi hc kinh nghim

Hc tp kinh nghim c th pdng c cho tnh hnh chung chkhng phi ch p dng cho mthon cnh c th no . Vic xcnh bi hc kinh nghim da vo 3yu t chnh: i) tch ly kinh nghimv nhng hiu bit c; ii) cng cthu thp d liu tt; v iii) bo co

phn tch tnh hnh.

L

Lessons learned

Learning from experience that isapplicable to a generic situation

rather than to a specific circum-

stance. 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.

Logical framework (Log

frame)

A dynamic planning and mana-

gement tool that summarizes the

results of the logical framework

approach process and communicatesthe 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 hochtm tt cc kt qu ca qu trnh tipcn khung logic v biu th cc cim chnh ca thit k chng trnh

di dng mt ma trn. Cng ccung cp nn tng cho vic theo ditin v nh gi kt qu chngtrnh. Ma trn ny nn c xem xtli v chnh sa thng xuyn mikhi c thng tin mi.

Logical framework

approach

A specific strategic planning

methodology that is used to prepare

a programme or development

intervention. The methodologyentails a participatory process to

Phng php tip cnkhung logic

Mt phng php lp k hochchin lc c th chun b mtchng trnh hay mt hot ng can

thip. Phng php lun ny i himt qu trnh nhiu bn cng tham


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clarify outcomes, outputs, activities

and inputs, their causal relationships,

the indicators with which to

gauge/measure progress towardsresults, 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, ccu ra, cc hot ng v cc u vo,cc mi quan h nhn qu, cc ch s

o lng tin hng ti ktqu, v cc ginh cng nh ri roc thnh hng n thnh cng vtht bi ca can thip. y l phng

php tip cn logic c cu trc, tra nhng u tin v to s ngthun v cc kt qu dnh v cchot 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 pre-

determined indicators to measure

programme progress and impact.

It also informs decision-makingfor effective programme implemen-

tation.

H thng thng tin qun lMt h thng, thng bao gm con

ngi, cc quy trnh, cc th tc vngn hng d liu (c lu trtrong my tnh) thu thp u nthng tin nh tnh v nh lng vcc ch s xc nh trc olng tin v tc ng cachng trnh. N cng cung cpthng tin cho ngi ra quyt nh thc thi chng trnh mt cch hiuqu.

Mandatory internal

evaluation/self-assessments

These are compulsary assessments

performed by programme managers.

They use information generated by

nh gi bn trong theo unhim/tnh giy l nhng nh gi bt buc docc nh qun l chng trnh thchin. nh gi s dng thng tin t


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measuring the extent to which

Expected Accomplishments were

achieved through the collection of

indicator data. They may also useinformation generated from other

types of evaluation and assessment,

as appropriate.

vic o lng mc hon thnhcc kt qu mong i thng qua thuthp d liu ch s. Thng tin thu

thp c t cc cuc nh gi khccng c thc s dng nu phhp.

Means of Verification

(MOV)

The specific sources from whichthe status of each of the results

indicators in the Results and

Resources Framework can be

ascertained.

Phng tin kim nh/xcminh

Cc ngun c th cho php xc nhchc chn tnh trng ca cc ch skt 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 MetaL nh gi tp hp cc pht hin tnhiu cuc nh gi. Cng c th lnh gi li mt cuc nh gi xc nh cht lng v kh nngthc hin cng vic ca nhng nginh 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 phpMiu t cch thc hin cng vicno . L cch phn tch, qui trnhv k thut c s dng thu thpv phn tch thng tin, ph hp viqu trnh nh gi mt chng trnh,mt cu phn hay hot ng c th.


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Mid-term evaluation

Evaluation performed towards

the middle of the period of imple-

mentation of the intervention.

Related term: Formative evaluation.

nh gi gia knh gi c thc hin vo thiim gia giai on tin hnh canthip.

Thut ng lin quan: nh gi hnhthnh.

Monitoring

A continuous management functionthat aims primarily at providing

programme managers and key stake-

holders 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

Theo di

Mt chc nng qun l lin tcnhm cung cp cho cc cn b qunl chng trnh v cc i tc chnhnhng thng tin phn hi mt cchthng xuyn, c hay khng c ccdu hiu sm ca s tin trin nhmt c nhng kt qu d kin.Theo di l kim tra vic thc hincng vic thc t so vi k hoch,

Methodology form

A set of fields developed and

incorporated that allow subpro-

grammes and programmes to iden-tify 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 phpMt tp hp cc phng php cxy dng v kt hp cht ch cho

php cc tiu chng trnh v chngtrnh xc nh v tp hp cc thnh

phn ca ch s cn c o lngtrong nm k hoch, xc nh ngund liu, quyt nh phng php thuthp v kim nh d liu, n nhthi gian o lng, xy dng hocxc nh biu mu trnh by v xcnh cc yu t bn ngoi c th lmsai lch hoc nh hng n vic olng. Cng vic ny nn cchun b sm vo u nm k hochm bo thu thp s liu chnh xcv bo co kt qu kp thi.


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to predetermined standards. It

generally involves collecting and

analysing data on programme

processes and results and recom-mending corrective measures.

hay so vi mong i da theo mtchun mc nh trc. Theo di

bao gm thu thp v phn tch d

liu v cc qu trnh, cc kt qu cachng trnh v khuyn ngh ccbin php iu chnh.

Multi-Year Funding Frame-

work (MYFF)

A four-year framework that is

composed of three interlinkingcomponents: (1) a results frame-

work, 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 toachieve 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 centrepiecefor organizational programming,

management and accountability.

Khung Kinh ph cho nhiunmMt khung chng trnh bn nm

bao gm 3 cu phn lin kt vinhau: (1) khung kt qu xc nhcc kt qu chnh m UNFPA mongmun t c, chin lc chngtrnh chnh v cc ch s c sdng nh gi tin ; (2) khungngun lc lng ghp cho bit ngunlc cn thit t nhng kt qu

nh; (3) cu phn qun l kt qu,xc nh r cc u tin nng caotnh hiu qu ca UNFPA.

Ghi ch: Giai on 2008-2011,UNFPA xy dng mt K hochchin lc (SP) nh hng chochng trnh, qun l v trch nhimgii trnh.

O

Objective

A generic term usually used toexpress an outcome or goal

Mc tiu

Thut ng chung dng m t mtmc ch th hin kt qu mong


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representing the desired result that a

programme seeks to achieve.

mun ca chng trnh.

Operations research

The application of disciplined inves-

tigation to problem-solving. Opera-

tions research analyses a problem,

identifies and then tests solutions.

Nghin cu tc nghipNghin cu gii quyt cc vn .Nghin cu tc nghip phn tch mtvn , xc nh ri sau thnghim cc gii php.

OutcomeThe intended or achieved short and

medium-term effects of an interven-

tions 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 quCc tc ng ngn v trung hn, dnh hoc t c ca cc u ratrong can thip, thng i hi nlc phi hp ca cc i tc. Cc ktqu th hin nhng thay i trongkhong thi gian t khi kt thc ura 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.

nh gi kt quS kim tra k lng chng trnh,cu phn v chin lc d kin t c kt qu c th. nh gi ktqu xc nh mc thnh cng cakt qut c, lng gi cc l dochnh ca thnh cng hay tht bi;xc nhn nhng ng gp ca tchc vo kt qut c; a racc bi hc ch yu v cc khuynngh ci thin chng trnh.


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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. Perform-

ance reflects effectiveness in

converting inputs to outputs,

outcomes and impacts.

Theo di kt quQu trnh thu thp v phn tch sliu o lng mc thc hinchng trnh, d n, quan hi tc,qu trnh thay i chnh schv/hoc h trmm t ccc mc tiu pht trin cp qucgia. Mt b cc ch s nht nhc xy dng theo di thngxuyn cc kha cnh chnh ca victhc hin cng vic. Thc hin cngvic phn nh tnh hiu qu ca vicchuyn i cc u vo thnh ccu ra, kt qu v tc ng.

Outlier

A subject or other unit of analysis

that has extreme values. Usuallyoutliers are excluded from statistical

tabulations because they are

considered unrepresentative or

unreliable.

Gi tr ngoi laii tng hoc n v phn tch c

gi tr qu khc bit. Thng thngcc gi tr ngoi lai c loi b rakhi cc tnh ton thng k v ccoi l khng i din hoc khng tincy.

Outputs

The products and services which

result from the completion of

activities within a development

intervention.

u raSn phm v cc dch vt csau khi kt thc cc hot ng trongkhun kh can thip h tr.


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P

Participatory approach

A broad term for the involvement ofprimary and other stakeholders in an

undertaking (e.g. programme

planning, design, implementation,

monitoring and evaluation).

Tip cn c stham gia

Thut ng chung ch s tham giaca cc i tc chnh hoc cc itc khc trong cng vic (v d nhlp k hoch, thit k, thc thi, theodi v nh gi chng trnh).

Participatory evaluation

Evaluation method in which

representatives of agencies and

stakeholders (including benefi-

ciaries) work together in designing,

carrying out and interpreting an

evaluation.

nh gi c stham giaPhng php nh gi trong idin ca cc t chc v i tc (baogm c ngi hng li) cng nhautham gia thit k, thc hin v phntch mt nh gi.

Partners/stakeholders

The individuals and/or organizationsthat 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, non-

governmental organizations,

universities, professional and

business associations, multilateral

organizations, private companies,

etc.

i tc/cc bn lin quan

Cc c nhn v/hoc t chc phihp t c cc mc tiu c thng nht gia cc bn.

Ghi ch: Khi nim quan hi tcbao gm cc mc ch c chia s,trch nhim chung i vi kt qu,trch nhim gii trnh r rng vtrch nhim h trln nhau. Cc itc c th bao gm cc Chnh ph,t chc dn s, t chc phi chnh

ph, cc trng i hc, hip hithng mi v chuyn ngnh, cc tchc a phng, cc cng ty tnhn...


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Performance

The degree to which a development

intervention or a development

partner operates according tospecific criteria/standards/guidelines

or achieves results in accordance

with stated plans.

Thc hinMc m mt can thip hay i tchot ng theo tiu ch/tiuchun/hng dn c th nhm tc kt qu theo k hoch ra.

Performance assessment

External assessment or self-

assessment by programme units,comprising monitoring, reviews,

end-of-year reporting, end-of-project

reporting, institutional assessments,

and/or special studies.

nh gi vic thc hinnh gi c lp bn ngoi hoc t

nh gi ca cc n v trongchng trnh, bao gm vic theo di,kim im, bo co cui nm, boco cui k d n, nh gi t chcv/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 so vic thc hinBin snh tnh hoc nh lngcho php kim nh nhng thay ido cc can thip to ra so vi khoch d tnh.

Performance measurement

A system for assessing the perform-

ance of development interventions,

partnerships or policy reforms

relative to what was planned in

terms of the achievement of outputs

and outcomes. Performance meas-

urement relies upon the collection,

analysis, interpretation and reporting

of data for performance indicators.

o lng vic thc hinMt h thng nh gi vic thchin cc can thip, quan hi tchay cc thay i chnh sch so vik hoch nhm t c cc u rav kt qu. o lng vic thc hincng vic da vo thu thp, phntch, phin gii v bo co d liu vcc ch s thc hin cng vic.


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Performance monitoring

A continuous process of collecting

and analysing data for performance

indicators, to compare how welldevelopment interventions, partner-

ships or policy reforms are being

implemented against expected

results.

Theo di vic thc hinQu trnh lin tc thu thp v phntch s liu v cc ch s thc hincng vic, so snh cc can thip,quan h i tc hay cc thay ichnh sch ang tin hnh nh thno vi cc kt qu mong i.

Postponed

Status of programmed output that isnot 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 cngi s dng theo nh k hoch vb chuyn sang thc hin nm khoch tip theo. S tr hon c thdo quyt nh ca cquan c thmquyn hoc theo yu cu ca baniu 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 andoperations to improve performance.

nh gi qu trnhnh gi mc hot ng ca mtchng trnh theo d tnh thng qualng gi cc hot ng ang trinkhai ca chng trnh. nh gi qutrnh gip cho cc cn b qun lchng trnh xc nh c thay icn c trong thit k, chin lc vhot ng ci thin cht lngchng trnh.

Programme

A time-bound intervention similar to

a project but which cuts across

sectors, themes or geographic areas,

Chng trnhCan thip c thi hn tng t nhmt d n nhng lin quan ti nhiungnh, nhiu ch hoc nhiu khu


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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 alnh vc, lin quan n nhiu cquan, 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 isa time bound intervention involving

multiple activities that may cut

across sectors, themes and/or

geographic areas.

nh gi chng trnhnh gi mt lot cc hot ng canthip c sp xp theo th ttc cc mc tiu pht trin c th

phm vi ton cu, khu vc, quc giahoc phm vi ngnh.

Ghi ch: Mt chng trnh pht trinl mt can thip h trc thi hn

bao gm nhiu hot ng c ththuc nhiu lnh vc/ngnh, chv/hoc khu vc a l.

Programme approachA process which allows govern-

ments, 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 effec-

tively contribute to the realization of

national development objectives.

Cch tip cn ca chngtrnh

Mt qu trnh cho php Chnh ph,cc nh ti tr v cc i tc khcxc nh cc u tin h trphttrin thng qua mt khung chngtrnh r rng trong cc cu phn

c lin kt vi nhau nhm t cnhng mc tiu ging nhau. N chophp tt c cc nh ti tr, vi s cho ca Chnh ph, gp phn thchin cc mc tiu pht trin quc giamt cch c hiu qu.


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Programme theory

An approach for planning and

evaluating development interven-

tions. It entails systematic and cumu-lative 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 trnhMt phng php tip cn lp khoch v nh gi can thip. N yucu nghin cu mt cch c h thngv tch ly mi lin quan gia cchot ng, u ra, kt qu, tc ng,v bi cnh ca can thip. N nhtrc cch thc cc hot ng emli cc u ra, kt qu v tc nglu di v xc nh cc iu kin/hon cnh c thnh hng ti cckt qut c.

Project

A time-bound intervention that

consists of a set of planned,

interrelated activities aimed at

achieving defined programme

outputs.

DnCan thip c thi hn bao gm mtlot cc hot ng c lp khoch, c lin quan vi nhau nhmt 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, oftenwithin 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.

nh gi dnnh gi mt can thip ring lcthit kt c cc mc tiu cth vi ngun lc v k hoch thchin c nu r, thng thng nm

trong khun kh khung hot ngca mt chng trnh ln hn.

Ghi ch: Phn tch chi ph li ch lcng c chnh ca nh gi d n khicc li ch c tho lng c. Khili ch khng th lng ha c thchi ph hiu qu s l mt cch tipcn ph hp cho vic nh gi.


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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 chngtrnh/dnCc kt qu d kin v vt cht, tichnh, th ch, x hi, mi trnghoc kt qu khc m chng trnhhoc d n sng gp vo.

Proxy measure or indicator

A variable used to stand in for onethat is difficult to measure directly.

Ch s/o lng thay th

Bin s dng i din cho mt ilng no kh o lng trc tipc.

Purpose

The publicly stated objectives of the

development programme or project.

Mc chCc mc tiu c xc nh cngkhai ca mt d n hoc chngtrnh pht trin.

Qualitative evaluation

A type of evaluation that is primarily

descriptive and interpretative, and

may or may not lend itself to

quantification.

nh gi nh tnhMt loi nh gi ch yu mang tnhmiu t v din gii, c th hockhng 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.

Dliu nh tnhThng tin khng d thu thp cdi dng cc con s /s liu (mcd d liu nh tnh c th lng hac). c trng ca s liu nhtnh l ngn t v thng m t

kin, s hiu bit, thi hoc hnhvi ca con ngi.

Q


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Quality assurance

Quality assurance encompasses any

activity that is concerned with

assessing and improving the meritor the worth of a development

intervention or its compliance with

given standards.

Note: Examples of quality assur-

ance activities include appraisal,

RBM, reviews during imple-

mentation, evaluations, etc.

Quality assurance may also referto the assessment of the quality of

a portfolio and its development

effectiveness.

m bo cht lngVic nh gi v ci thin gi trhoc tnh hu ch ca mt can thiphoc m bo tun thng cc tiuchun ra.

Ghi ch: V d v cc hot ng mbo cht lng bao gm thm nh,qun l da trn kt qu, r sot thchin, nh gi

m bo cht lng cng c th l

lng gi cht lng ca mt danhmc cc can thip v hiu qu can.

Quantitative data

Information measured or measurable

by, or concerned with, quantity and

expressed in numerical form.

Quantitative data typically consists

of numbers.

Dliu nh lngThng tin c o lng hoc c tho lng bng s lng v c thhin di dng s hc. c trngca 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 statisticalmethods.

nh gi nh lngMt loi nh gi lin quan n vics dng cc phng php o lng

s hc v phn tch s liu da trncc phng php thng k.

Reach

The coverage (e.g., the range or

number of individuals, groups,

institutions, geographic areas; etc.)that will be affected by a

programme.

Snh hngPhm vi bao ph (v d nh s cnhn, tp th, cquan, khu vc a

l,) chu tc ng ca chngtrnh.

R


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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 thchin trong mt hon cnh c th,trong c cp n c cc bnchu trch nhim vi hnh ng y.

Relevance

The degree to which the outputs,

outcomes or goals of a programme

remain valid and pertinent as origi-

nally planned or as subsequently

modified owing to changing circum-

stances within the immediate context

and external environment of that

programme.

Tnh thch hpMc m cc u ra, kt qu hoccc mc ch ca chng trnh duytr tnh gi trng nh khi c lpk hoch ban u hoc ng nh khichnh sa do c s thay i v honcnh mi trng bn ngoi cachng trnh .

Reliability

Consistency and dependability of

data collected through repeated useof 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 cyTnh nht qun v tin cy ca s

liu thu thp c qua vic s dngcng mt cng c hay quy trnh thuthp d liu trong cc iu kin nhnhau. Kh c tht c mc tin cy tuyt i ca d liu nhgi. Tuy nhin, s dng bng kimv o to cc cn bnh gi c thci thin c tnh tin cy v tnh gi

tr ca s liu/d liu.

Research

The general field of disciplined in-

vestigation.

Nghin cuCc iu tra da theo nguyn tc.

Results

The output, outcome or impact

(intended or unintended, positiveand/or negative) derived from a

Kt quu ra, kt qu hay tc ng (c ch

hoc khng ch , tch cc v/haytiu cc) xut pht t mi quan h


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49

cause and effect relationship set

in motion

Documents

Glossary of Terms in Monitoring , Evaluation and Results Based Management