A/58/70所依据的数据收集进程在影响方面已经要求报告单位把改进措施的主要影响分为以下四类：效率提高、能力建设、知识增强和思维方式的改变。
The data-collection process underlying A/58/70 had addressed impact by asking the reporting offices to categorize measures as having their principal impact on efficiency, capacity-building, knowledge enhancement or culture change.
委员会接受这种分析，认为很有意义；因此，本报告将继续收集并讨论这种质量数据以显示改革活动的战略模式，但是委员会表示希望能积累量化数据以便作出更客观的评价。
The Committee accepted this analysis as meaningful; accordingly, such qualitative data will continue to be captured and discussed in the present report to show strategic patterns in reform activity, but the Committee indicated a desire for quantitative measures that can be aggregated to allow more objective assessment.
3. 委员会还要求扩大报告，以列入秘书长2002年改革议程（见A/57/387和Corr.1）内属于行政和财政管理改进范围的行动。
An expansion of the reporting was also requested, so as to incorporate actions from the Secretary-General's 2002 reform agenda (see A/57/387 and Corr.1) in the sphere of administrative and financial management improvements.
为此，数据收集工具设计得也能收集有关权力下放的实施和改进信托基金的管理等措施的数据，以便把这种资料存入数据基并纳入本分析。
Accordingly, the data-collection tool was designed to also capture information on measures related to the implementation of delegation of authority and improved management of trust funds so that such information could be stored in the database and incorporated in the present analysis.
B. 新方法
The new methodology
4. 然后，本报告提出对上述要求的回应。
The present report, then, represents the response to those requests.
在提出数据和解释之前，以下先详细说明方法的演变。
Before the presentation of its data and interpretations, a word detailing its evolved methodology follows.
5. 就本报告来说，量化评价可以界定为指派、比较和计算数值，无论是货币、得分、比例和百分比还是其他类型，以推断出关于所考虑事项的一些结果。
In the context of the present report, quantitative assessment can be defined as the assignment, comparison and arithmetical manipulation of numeric values, whether monetary, score-based, ratios and percentages or other types, to deduce some finding about the matter under consideration.
把这种概念应用到管理改进措施上绝非轻而易举。
The application of this notion to management improvement measures is by no means simple.
当然，就每项承诺和拨款，联合国都投资了时间、金钱和无形的人员的精力，期望取得有益的结果。
Certainly, in every commitment and allocation of funds, the Organization invests time, money and intangible human energies with the expectation of a beneficial result.
6. 然而，联合国缺少统一和标准化的成本会计制度，因此难以确定、追踪和评价管理改进措施的成本和效益。
However, given the Organization's lack of a uniform and standardized cost accounting system, it is difficult to establish, track and evaluate the costs and benefits associated with management improvement measures.
而且，秘书处内的项目管理做法，包括估计和追踪项目费用，差异很大。
Further, project management practices within the Secretariat, including the estimating and tracking of project costs, vary greatly.
最后，并非所有明显有益的结果都能以货币化方式报告。
Finally, not all clearly beneficial results can be reported on in monetized terms.
7. 以前报告过进展和影响的秘书处各部门代表确认，利用现有的资料来源，包括电子数据，为进度和影响报告系统（PIRS）收集所需的影响评价数据是可行的。
Representatives of Secretariat offices that had previously reported on progress and impact confirmed that it was feasible to collect impact-assessment data as required for the United Nations Progress and Impact Reporting System (PIRS) by utilizing existing information sources, including electronic data.
但是他们认为，要使这种影响报告健全和有效，本组织必须通过采用新政策、新工具和培训人员而建立成本效益分析和成本会计等方面的能力。
They maintained, however, that for such impact reporting to be sound and effective, the Organization must build capacity in such areas as cost-benefit analysis and cost accounting through the introduction of new policies, tools and staff training.
他们还表示强烈关切目前这种把同样或相似的资料放进多个报告系统的做法，这给管理人员带来了不合理的负担。
They also expressed strong concern about the current practice of entering the same or similar information into multiple reporting systems, which creates an unreasonable burden on managers.
这些代表敦促各系统的主管合作开发一个综合数据,作为管理报告的单一来源。
These representatives urged the owners of the various systems to collaborate on the development of an integrated data architecture that would provide a single source for management reporting.
C. 寻找正确的分析框架
C.
Finding the right framework for analysis
8. 在这些条件和限制下，对联合国系统内和更广大世界的公共管理分析进行了研究，以寻找概念健全而且在秘书处组织发展的现阶段实际可行的分析方法。
Given these conditions and constraints, research within the United Nations system and throughout the wider world of public management analysis was undertaken, in a search for methods of analysis that would be both conceptually sound and feasible to conduct within the Secretariat at this point in its organizational development.
(a) 公共和非营利绩效衡量，包括“平衡记分卡”方法；
(a) Public and non-profit performance measurement, including “balanced scorecard” methods;
(b) 公共部门管理改革；
(b) Public sector management reform;
(c) 成本效益分析；
(c) Cost-benefit analysis;
(d) 成本会计；
(d) Cost accounting;
(e) 业务管理。
(e) Operations management.