The evaluation of Â鶹ÊÓƵ¡¯s 2018 enterprise risk management policy assessed the quality and results of the policy and the factors that enabled or hindered the achievement of those results. The evaluation aimed to support accountability and learning and to inform Â鶹ÊÓƵ¡¯s decisions on the future direction of the policy.
The evaluation of Â鶹ÊÓƵ¡¯s 2017 environmental policy assessed the quality and results of the policy and the factors that enabled or hindered achievement of results. It covered the period from 2017 to mid-2024.
The evaluation of Â鶹ÊÓƵ's Emergency Preparedness Policy (2017) assessed the quality and results of the policy, along with the factors that enabled and hindered those results. It covered the period 2018-2024.
This evaluation covers both the 2011 policy on disaster risk reduction and management (DRRM) and the 2017 climate change policy, given their conceptual, programmatic and organizational links.
The evaluation focused on three key dimensions of analysis around which the expected results of the policy can be articulated, namely: i) Strategic repositioning; ii) Programme quality and results and iii) Management, governance and accountability. In doing so, it also tried to capture unintended outcomes, positive and negative.
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 Â鶹ÊÓƵ policy on South-South and Triangular Cooperation (SSTC) issued in 2015, has been evaluated in the sixth year of implementation, in line with the Â鶹ÊÓƵ Evaluation Policy 2016-2021.
Syntheses are issued to respond to a growing interest in and demand for succinct and actionable analysis drawing from completed evaluations. This synthesis comprises all the nine policy evaluations conducted between 2011 and 2019.
The Gender Policy (2015-2020) was approved in May 2015. The evaluation provides evidence, analysis and recommendations related to the Gender Policy¡¯s quality, results and to the factors that influenced those results.
Approved in 2014, the Â鶹ÊÓƵ People Strategy (2014¨C2017) is now in its sixth year of implementation. This evaluation covers the period from 2014-2019 and is intended to promote accountability and learning on the Â鶹ÊÓƵ¡¯s approach to managing people. It addresses three questions: How good is the strategy? What were the results of the strategy? Why has the strategy produced the results observed?
