2013 Report on the Evaluation Function of UN-Women Informal Executive Board Meeting June 2014 New York, NY Marco Segone Director, UN Women independent Evaluation Office

Outline I.The evaluation function in UN-Women Corporate Evaluation Decentralized Evaluation II.UN System wide coordination on gender-responsive evaluation III.Gender-responsive national evaluation capacities IV.The independent Evaluation Office's programme of work for 2014 V.Approved budget for the independent Evaluation Office 2014 work plan

The Evaluation Policy became effective in 2013 The strategic goal of the evaluation function is to strengthen UN-Women’s capability to achieve Normative, Operational, and UN Coordination I. The Evaluation Function

The Evaluation Policy outlines the governance system of the evaluation function The USG/ED is the main champion of Evaluation within UN-Women The Director of the independent Evaluation Office reports directly to the USG/ED, and annually to the Executive Board A Global Evaluation Advisory Committee established Governance of the Evaluation Function

IEO established the Global Evaluation Oversight System A dashboard presenting, in a user-friendly manner, key performance indicators for the evaluation function Performance of the Evaluation Function

1.3% of total UN-Women expenditure invested in the evaluation function KPI 1: Financial resources invested in evaluation

At HQ: 9 staff members: 5 mid-level professionals, 2 general service staff and 1 consultant The post of Evaluation Chief upgraded to Director Post (D1) At decentralized level: 4 Regional Evaluation Specialists 24% of country offices have M&E officers, 59% M&E Focal Points and 17% no M&E Focal Point KPI 2: Human resources

67% of country offices conducted at least one evaluation (2011 to 2013) All impact areas of the UN Women’s Strategic Plan covered 1/4 of evaluations were joint evaluations KPI 3: Coverage and types of evaluations managed

82% implementation rate (55% completed and 27% ongoing) 18% planned but not implemented (14% not initiated and 4% cancelled) KPI 4: Implementation rate of planned evaluations

100% reports uploaded and made available in the public website (GATE) KPI 5: Submission rate of completed evaluation reports to the GATE

KPI 6: Quality of evaluation reports 85% rated as “satisfactory” and above (26% rated very good) 4 reports (15%) rated as “unsatisfactory”

KPI 7: Use of evaluation, including management response 85% of completed evaluations with management response developed and uploaded 88% of the 407 actions committed in 2012 being implemented (58% completed and 30% ongoing); 4% not initiated and 8% have no specific deadline

89% of evaluations managed at the decentralized level Systems to enhance decentralized evaluation established and strengthened Technical support, oversight and quality assurance delivered by Regional Evaluation Specialists Costed evaluation plans aligned with Strategic Notes Internal evaluation capacity development Decentralized Evaluation System

Gender-responsive evaluations through the United Nations Evaluation Group promoted  UNEG Vice-Chair  Co-led the UNEG Task Force on National Evaluation Capacity Development  Active member of other task forces System-Wide Action Plan (SWAP) on Gender Equality and Women’s Empowerment: systematizing and harmonizing reporting on evaluation  Led the piloting of the UN-SWAP scorecard  Organized training sessions, webinars, and UN-SWAP help-desk function  58 entities reported against the UN-SWAP indicators II. System wide coordination on evaluation

System-wide Evaluation Policy Contributed to the consultation leading to the development of the system-wide Evaluation Policy through UNEG Inclusion on gender equality in the norms and standards for system- wide evaluation Strengthening regional UN evaluation groups Supporting joint evaluations and UNDAF evaluations 1/3 of UN-Women evaluations were joint evaluations UNDAF evaluations The Gender Equality Evaluation Portal: evidence-based knowledge on the internet 352 reports from 55 different agencies (an increase of 20% from last year) II. System wide coordination on evaluation

III. Supporting Gender-Responsive Evaluation Capacities

An enabling environment for evaluation strengthened 2015 declared as International Year of Evaluation Parliamentarian Forums in South Asia and Africa Institutional capacities to demand, manage and use evaluations strengthened III. Supporting Gender-Responsive Evaluation Capacities

Individual capacities of evaluators strengthened III. Supporting Gender-Responsive Evaluation Capacities Total cumulative number of visitors to EvalPartners’ MyM&E platform Total cumulative number of page downloads of EvalPartners’ MyM&E platform

Four priority areas: Effective corporate evaluations implemented Effective decentralized evaluations system implemented United Nations coordination on gender responsive evaluation promoted National evaluation capacities for gender responsive evaluation systems strengthened IV. Programme of work for 2014

Approved 2014 budget IEO HQRegional Evaluation Specialists Remark Core programmable response $1,730,000$1,300,000Corporate evaluations, decentralized evaluation systems, UN coordination on gender responsive evaluation Institutional budget $876,7405 staff members salaries Cost-sharing by development partners $675,000 $ 475,000 Switzerland - internal evaluation function USAID and Finland (funds to be managed on behalf of EvalPartners)

UN Women has a strong evaluation function as demonstrated by its Key Performance Indicators. However, improvements are needed in certain areas Independent Evaluation Office is strategically contributing to strengthening gender-responsive capacities within the UN system as well as at national level To strengthen UNW evaluation function even further, a UNEG peer review, JIU and OIOS external assessments will be carried out in 2014 and reported in 2015 Conclusions