who -2024 Evaluation Annual Report (EN155 4)-此為英文文檔11

EXECUTIVEBOARD

155thsession

Provisionalagendaitem6.1

EB155/41May2024

Evaluation:annualreport

1.In2018,theExecutiveBoardapprovedWHO’samendedevaluationpolicyatits143rdsession.1ThepolicyrequirestheSecretariattoreportannuallytotheExecutiveBoardonprogressinimplementingevaluationactivities.ThisannualreportpresentsprogressinimplementingthepolicyandtheOrganization-wideevaluationworkplanfor2022–20232andoutlinesevaluationsthatareprioritizedin2024fromtheworkplanfor2024–2025.3ThedetailsoftheimplementationstatusoftheOrganization-wideevaluationworkplans,aswellaskeyfindingsfromevaluationscompletedin2023,arepresentedinaseparatedocumentmadeavailableonline.

2.TheExecutiveBoardatits153rdsessioninMay2023consideredtheannualreportonevaluation.4ItalsoconsideredthereportofitsProgramme,BudgetandAdministrationCommittee,5whichrecommended,amongotherthings,thattheEvaluationOfficeshouldconductacomparativestudy6ofevaluationfunctionsandcoverageacrossentitiesoftheUnitedNationssystemthatarecomparabletoWHOinsizeorstructurewithrecommendationstostrengthentheindependence,credibilityanduseoftheevaluationfunction.Initsdeliberations,7theExecutiveBoardconcurredwiththerecommendationoftheCommittee.Thepresentreportsummarizesthefindingsandrecommendationsofthecomparativestudy,andproposesawayforwardfortheBoard’sconsideration.

PROGRESSMADEBYTHESECRETARIATINIMPLEMENTINGTHE

EVALUATIONPOLICYANDFUTUREDIRECTIONS

3.Duringthebiennium2022–2023,WHO’sevaluationssupportedtheOrganizationinachievingitsstrategicgoalsanditshealthsectorcontributiontoattainmentoftheSustainableDevelopmentGoals.Emphasizingaccountabilityofresults,theevaluationsassessedthestrategicrelevanceandeffectivenessofWHO’sprogrammesandactivitiesandprovidedlessonslearnedandrecommendationsforfurtherimprovements.

4.AsnotedbytheProgramme,BudgetandAdministrationCommitteeoftheExecutiveBoardatitsthirty-eighthmeeting,evaluationisacornerstoneofresults-basedmanagement.8Inthebiennium2022–2023,WHOwasencouragedtouseevaluationstoguideitsprogrammesandactivities.In2022,

1DecisionEB143(9)(2018).

2DocumentEB150/35.

3DocumentEB154/31,Annex,approvedbytheExecutiveBoardatits154thsessionindecisionEB154(2)(2024).4DocumentEB153/6.

5DocumentEB153/2,paragraph32.

6

Thefullreportisavailableat/publications/m/item/comparative-study-of-who-evaluation-

function-with-selected-un-entities-report

(accessed18April2024).

7SeedocumentEB153/2023/REC/1,summaryrecordofthesecondmeeting,section1.

8DocumentEB154/4.

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tostrengthentheregionalevaluationfunctions,theEvaluationOfficere-launchedtheGlobalNetworkonEvaluation,anetworkconnectingstaffengagedinevaluationacrosstheOrganization.TooperationalizeWHO’sevaluationpolicyacrossthethreelevelsoftheOrganization,aframeworkwasdevelopedtoguide:(1)Organization-widethematicevaluations;(2)evaluationsofWHO’scontributionatcountrylevel;and(3)decentralizedevaluations(thatis,typicallycommissioned,fundedandmanagedbyorganizationalentitiesthatareresponsiblefortheprogramme/initiative).

5.During2023,toolsweredevelopedtofostercoherenceandjointownershipacrossthethreelevelsoftheOrganizationandsupportdecentralizedevaluationsinparticular.Theseincluded:(1)apracticalguidethatoffersstep-by-stepoperationalguidancefortheentireevaluationprocess;(2)aguidancenoteonintegratinghealthequity,genderequality,healthequity,disabilityinclusionandhumanrightsinevaluations;(3)anexpandedrosterofprequalifiedevaluationexperts;(4)long-termagreementswithprequalifiedexternalevaluationcompanies;(5)arosterofpreapprovedquality-assuranceadvisers;and(6)quality-assurancechecklists.In2023,theEvaluationOfficesupportedsevendepartmentsandofficescommissioningandmanagingdecentralizedevaluations.TheEvaluationOfficewillcontinuetoprovidesupport,whileseekingamoresystematicapproachtostrengtheningtheevaluationfunctionatthedecentralizedlevel.

6.In2023,WHOmadeprogressevaluatingitscontributionatthecountrylevel,withanewmethodology.Commissionedjointlywiththeregionaloffices,theseevaluationsaimtoreviewWHO’scontributionsincountriesinaholisticmanner,takingintoconsiderationnationalprioritiesandneeds,aswellaspartners’contributions,withthegoalofpromotingthenationalpublichealthagendaandthewell-beingofthepopulation.IntheEasternMediterraneanRegionsuchevaluationswereconductedinDjibouti,IraqandTunisia.Theseevaluationswereshowcasedtootherregionalofficesandtheworkplanfor2024–2025nowincludessuchevaluationsforcountriesinthreeotherregions.Furthermore,theEvaluationOfficeisassessingthedemandforsupportingcountry-ledsector-wideevaluations,aspromotedbytheUnitedNationsGeneralAssemblyinresolution77/283(2023)andfocusedonSustainableDevelopmentGoal3onGoodHealthandWell-being.

7.TheapprovedOrganization-wideevaluationworkplanfor2024-20251includeseightOrganization-widethematicevaluationsand20programmaticanddecentralizedevaluationstoassessWHO’scontributiontohealthoutcomes.Forthefirsttime,theworkplanestimatesthecostoftheseevaluationsasabasisforimprovedresourceplanning,yetfundingsourcesareneithersystematicallyidentifiednorsecured.Inadditiontograduallystrengtheningcapacityacrossregions,thisapproachaimstoincreaseoverallcoverageoftheOrganization'sthematicareasofworkacrossthethreelevelsandachieveabalancebetweenthemesandregions.Infuture,developmentofcoveragenormswillbecrucialtofacilitatetheselectionofevaluations,increasecoherenceandstrengthenevaluationsofWHO’sworkinhealthemergenciesandWHO’scontributionatcountrylevel.Anotherareaoffocusfor2024–2025istocontinuebuildinganOrganization-widerepositoryofevaluationreportstobolsterlearningacrosstheSecretariat.

8.Toincreasetheuseofevaluations,theEvaluationOfficehastakenstepstoenhancestakeholderengagementandthedisseminationandcommunicationofevaluationfindingsandkeymessages.In2023,engagementwasenhancedthroughouttheevaluationprocesstofosterstakeholders’ownershipanduseofevaluation.Evaluationresultsweredisseminatedtobothinternalandexternalaudiencesthroughpresentationsandbriefings.Toimprovecommunications,anewsletterandwebpageswereupgraded,andtheuseofshortvideostosummarizeevaluationfindingsandconveykeymessagesisforeseen.

1DecisionEB154(2)(2024).

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9.Capacitystrengtheninginevaluationmanagementandusehelpstodevelopthecultureofevaluationandanchorthefunctionintheresults-basedmanagementcycle.Todate,theEvaluationOfficehasheldsixlearningsessions1forevaluationmanagersandfocalpointsthroughtheGlobalNetworkonEvaluation.In2023,theRegionalOfficefortheEasternMediterraneanconductedafour-weeklongonlinecourseinpartnershipwiththeUnitedNationsSystemStaffCollegefor23ofitsregionalandcountryofficestaffmembers.Basedonthisexperience,theEvaluationOfficeisconsideringcreatingane-learningcourseopentoallstaffmembers,togetherwiththeUnitedNationsInstituteforTrainingandResearchandtheUnitedNationsEvaluationGroup.

10.Throughout2023,theEvaluationOfficepromotedthefundingofevaluationsfromtheevaluatedprogramme/initiativesourcefunds;nevertheless,thisisnotyetastandardpracticeatWHO,despitebeingsoinotherUnitedNationsentities.Inthefutureitwillbecrucialtodefinehowtofundevaluationthroughvoluntarycontributions.EstablishinganadequatemechanismwillallowWHOtodiversifyitsfundingsourcesforevaluations,movingbeyondrelianceonassessedcontributions.

11.AscomparedtoothercomparableUnitedNationsentities,theSecretariat’sstaffcapacitytoplanandmanageevaluationsbothatheadquartersandintheregionsremainslimited.Thus,intheEvaluationOffice,staffcapacitywascomplementedbyconsultants.Attheregionallevel,twoofficeshavefullydedicatedevaluationexperts,twohaveevaluationfocalpointswithadditionalresponsibilitiesandtwoarecurrentlyrecruitingdedicatedevaluationofficers.TheEvaluationOfficeisadvocatingandprovidingsupporttoreach,overtime,anadequateresourcinglevelthatwillenableWHOtoensureanevaluationcoveragelevelthatiscomparabletootherUnitedNationsentitiesandallowstheOrganizationtoadequatelymeasureresults.

12.FollowingthedeliberationsoftheExecutiveBoardatits153rdsession,theEvaluationOfficecommissionedthecomparativestudyofevaluationfunctionsandpracticesacrossentitiesoftheUnitedNationssystemthatarecomparabletoWHOinsizeorstructure.Thestudyrecommendedstrengtheningtheindependence,credibilityanduseoftheevaluationfunction.Thefindingsandrecommendationsofthestudyaresummarizedbelow(paragraphs13–16).

13.ThestudyprovidedinsightsonhowtostrengthenWHO’sevaluationfunction.Itnotedprogressindeliveringrelevantandhigh-qualityevaluations,theprovisionofdetailedguidanceinkeyareas,therelaunchoftheGlobalNetworkonEvaluation,planningofevaluationstogetherwithregionalofficesandtheestablishmentoflong-termagreementswithserviceproviders.Resourcinganddecentralizationofevaluationsneedattention.

14.Thestudyconcludedthat,overthepast10years,whileotherUnitedNationsentitieshavemadesubstantialinvestmentsintheevaluationfunctiontostrengthentheirsystemsandpractices,WHOhaslaggedbehindthecomparableorganizations.AstrongerevaluationfunctionwillhelpWHOattainthegoalsofthedraftFourteenthGeneralProgrammeofWork,2025–2028atglobal,regionalandcountrylevels.

1Topicsincluded:evaluatingpolicyimpact;outcomeharvesting;onlineworkshopsfacilitation;integrationofhealthequity,genderequality,disabilityinclusionandhumanrightsconsiderations;developmentalevaluations;andhumanitarianactionevaluation.

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15.Furthermore,itidentifiedprioritiestofurtherstrengthentheevaluationfunction,includingactionto:

(a)updateWHO’sevaluationpolicyanddevelopanimplementationroadmap(recommendationsR1andR3ofthestudy);

(b)developexplicitcoveragenormsinkeyareasofWHO’swork,andtrackprogressannually(R2)andfurtherdevelopinstitutionalandinclusiveworkplanning(R4);

(c)setoutanexplicitbudgetlineforevaluationtoensuredeliveryofthecostedOrganization-wideevaluationworkplanandunderpinthefunction’sstructuralindependence(R5),includingcommitmenttoatargetlevelofresourcingasapercentageofWHO’sexpenditure(suggested1.0%)(R10)anddrawdownresourcesforhumanitarianandemergencyresponses(R9);

(d)strengthenevaluationoversightandvisibilitythroughinformalsessionswithMemberStatestopresentevaluationreportsandmanagementresponsesandpossiblyaninternalevaluationcommitteeatseniormanagementlevel(R6);

(e)buildacommonstrategicapproachforevaluationacrossthethreelevelsoftheOrganizationwithaquality-assurancesystem(R8),monitoringcoverageandqualityofdecentralizedevaluations,withplanstobuildevaluationcapacityanddedicatedresources(attheP4level)intheregions(R7,R11andR12);

(f)strengthenawarenessofevaluationthroughamajorcommunicationsandtraininginitiative,ledbytheEvaluationOfficeandchampionedbyseniormanagers,andcommunicateaclearvisionforevaluation(R13);and

(g)builddemand,supportandbuy-inforevaluationsandmaximizetheirusethroughbetterdisseminationandstrengthensystemsandincentivesforfollow-upoftheirrecommendations(R14andR15).

16.WhilerecognizingconstraintstoWHO’sundertakingimpactevaluations(forinstance,WHOoftenworksthroughthegovernmentsandotherpartners,andhencetheimpactisnotpreciselyattributable),thestudyidentifiedanappetiteforconsideringinmoredetailhowtheSecretariatmightstilldomorethroughitstechnicaldepartments,withaclearfocusonresultsandaccountabilitytobeneficiaries.

17.Whileprioritizingthedeliveryofthe2024–2025workplan,theEvaluationOfficewillcontinuetoengagewithMemberStates,buildingonguidanceoftheExecutiveBoard1withaviewto:(1)findingwaystosecuresufficientresources,includinghumanresources,atheadquartersandintheregions;(2)increasingthenumberofevaluationsofcontributionsinindividualcountriestotheirnationalpublichealthagendaandthewell-beingoftheirpopulation;(3)providinginformationbriefingsontheresultsofevaluationsandmanagementresponsestothem;(4)continuingtoreinforcethecultureofevaluationintheOrganization;and(5)exploringthedevelopmentofatrainingprogrammeonevaluationwiththeWHOAcademy.

1DocumentEB154/4,paragraphs58and59.

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18.Inviewofthecomparativestudy’srecommendations,theEvaluationOfficeproposesthattheExecutiveBoardconsidersanupdatetotheWHOEvaluationPolicy.TheEvaluationOfficefurtherproposestoprioritizethefollowingobjectivesfortheupdatingofWHO’sevaluationpolicy:

(a)definecoveragenormsforevaluationacrossWHO;

(b)determinehowtofundevaluationswithadedicatedbudgetlinetomeetthecostofevaluationsandofresourcesforthemanagementofevaluations;

(c)promotedecentralizedevaluationsbystrengtheningtheirsupportstructure,withclearrolesandresponsibilitiesforprogrammemanagers,anddeepenedengagementwithevaluationfunctionsattheregionallevelandwithevaluationfocalpointsacrossWHO;

(d)improvetheusefulnessofevaluations,bymeansincludinginformationsessionswithMemberStatesontheresultsofevaluationsandtheirmanagementresponses;and

(e)strengthenownershipandoversightofevaluationsbysettingupaninternalevaluationcommitteeatseniormanagementleveltoadviseontheevaluationactivitiesandtoreviewtherecommendationsandmanagementresponsespreparedbydepartmentsformajorOrganization-wideevaluations.

ORGANIZATION-WIDEEVALUATIONWORKPLANANDOTHERONGOINGWORK

19.Fromtheworkplansforthebienniums2022–2023and2024–2025,15thematic,programmatic,corporate,emergency/humanitarianandcountry-levelevaluationswerecompleted,includingjointanddecentralizedevaluations,while18suchevaluationswereunderwayand14wereplanned.Thebreakdownandthestatusoftheseevaluationscanbeconsultedonline.1

20.AsrequestedbyMemberStates,asummaryandsynthesisofevaluationscompletedinthepastyearhasbeenpreparedandcanbeconsultedonline.1Thissectionoutlineshowevaluationevidencehasbeenusedtoinformdecision-makingac