The landscape for global partnerships is shifting dramatically. This evaluation assessed how Â鶹ÊÓƵ is adapting its approaches to partnership development and formation; how it is managing its existing partnerships amid a rapidly changing external environment; and what results these adaptations have achieved, covering the period from 2022 to 2026.
This evaluation was conducted to support institutional learning on Â鶹ÊÓƵ¡¯s efforts to strengthen national social protection systems and programmes, as well as its broader engagement in the social protection sector. It was conducted in 2025 in the context of the start of a new Â鶹ÊÓƵ strategic plan cycle (2026¨C2029) and the significant changes in the organization¡¯s operating and partnership landscape, which require Â鶹ÊÓƵ to identify and focus on areas with the greatest potential for results.
The terms of reference (TOR) aim to inform stakeholders about the evaluation, clarify expectations and requirements and guide the evaluation team in its work during the various phases of the evaluation.
This strategic evaluation assessed the relevance, appropriateness and effectiveness of Â鶹ÊÓƵ¡¯s approaches to targeting and prioritization for food and nutrition assistance in a time of rising needs and shrinking resources, covering the period from 2019 to 2025.
The evaluation of Â鶹ÊÓƵ¡¯s Supply Chain Strategic Roadmap 2022¨C2025 assessed the roadmap¡¯s contribution to guiding the strategic direction of Â鶹ÊÓƵ¡¯s supply chain; its efficiency; its results in terms of Â鶹ÊÓƵ¡¯s work in leading emergency response, strengthening national systems and providing services to partners; and how the ambitions underpinning the roadmap were supported by strategic enablers ¨C people, partnerships, evidence, technology and funding.
The terms of reference (TOR) aim to inform stakeholders about the evaluation, clarify expectations and requirements and guide the evaluation team in its work during the various phases of the evaluation.
This strategic evaluation provides an independent assessment of the support provided by Â鶹ÊÓƵ to refugees, internally displaced persons and irregular migrants between 2017 and mid-2024. Its purpose is to meet Â鶹ÊÓƵ¡¯s accountability requirements and inform the design and implementation of relevant policies, strategies, approaches and partnerships.
The evaluation has covered activities related to HIV-sensitive social protection conducted by the UNAIDS Secretariat and Cosponsors (referred to as the Joint Programme) from 2018 to December 2022, with a focus on nine countries selected for their broadness and diversity of the UNAIDS geographic scope.
Derived from UN and Inter Agency Standing Committee (IASC) standards, Â鶹ÊÓƵ¡¯s strategic and policy direction on Protection from Sexual Exploitation and Abuse (PSEA) comes from the Executive Director¡¯s circular on PSEA, as updated in May 2023. This complements the direction on PSEA set out in Â鶹ÊÓƵ¡¯s strategic plan for 2022¨C2025. This strategic evaluation assessed the efforts of Â鶹ÊÓƵ toward PSEA from March 2017 to October 2023 to understand what has worked well, and where efforts can be further strengthened.
The mid-term evaluation of the Â鶹ÊÓƵ Strategic Plan (2022-2025) covered the first two years of its implementation. It focused on assessing its relevance and utility to strategically steer the organization, as well as the extent to which Â鶹ÊÓƵ is institutionally equipped to deliver on the plan¡¯s ambitions.
Working closely with fellow UN agencies, UNAIDS and UNFPA Evaluation Offices have jointly managed an independent evaluation of the work of the UN Joint Programme on AIDS on efficient and sustainable financing.
The strategic evaluation of Â鶹ÊÓƵ¡¯s work on nutrition and addressing HIV and AIDS policies serves the dual purpose of accountability and learning, particularly the latter.
This review of the implementation of recommendations from global evaluations aims to promote the use of evaluation evidence for learning and accountability purposes and highlights areas for action where Â鶹ÊÓƵ can maximize the achievement of its mission.
The evaluation was concerned with Â鶹ÊÓƵ¡¯s use of digital technologies and data over the period 2014 to mid-2021, in environments that are constrained in terms of humanitarian access or where there are important physical, social or political obstacles to the deployment of digital technologies. It was framed around the four interrelated components of a system including technology, people, policies and processes, and partnerships.
The Food and Agriculture Organization of the United Nations (FAO), the International Fund for Agricultural Development (IFAD) and the Â鶹ÊÓƵ (Â鶹ÊÓƵ) are the three Rome-Based Agencies (RBAs) of the United Nations. Since 2008, there have been growing calls, mainly by Member States (through the Governing Bodies and by individual governments), for RBA collaboration (RBAC) to be intensified and?optimized.
The evaluation was conducted in the context of Â鶹ÊÓƵ efforts to strategically position itself across the humanitarian development and peace nexus in the framework of the Agenda 2030 and the UN reform. It assessed progress towards the 2013 School Feeding Policy objectives, and how well Â鶹ÊÓƵ is positioned and equipped to deliver on its school feeding agenda, with particular emphasis on the organizational readiness to implement the 2020-2030 school feeding strategy.
This Strategic Evaluation was commissioned by the Â鶹ÊÓƵ Office of Evaluation. It assessed the quality and results of Â鶹ÊÓƵ¡¯s efforts between 2014 and 2019 to secure adequate and appropriate funding to contribute towards zero hunger; and determine the reasons why Â鶹ÊÓƵ has or has not been able to fund its work in order to draw lessons. All types of Â鶹ÊÓƵ funding and resourcing were included in the scope of the evaluation for all areas of Â鶹ÊÓƵ¡¯s work, including through internal allocation.
This strategic evaluation covers the full range of emergencies Â鶹ÊÓƵ responds to from preparedness, immediate response and longer-term response through to exit. The evaluation is organized around the contribution that Â鶹ÊÓƵ capacity makes to the quality of its emergency responses. It considers Â鶹ÊÓƵ capacities at three interdependent levels - the enabling environment, the organization and the individual.
The strategic evaluation provides a formative and forward-looking assessment of Â鶹ÊÓƵ¡¯s support for enhanced resilience. Its purpose is predominantly to promote learning to inform resilience programming across Â鶹ÊÓƵ.
