联合国预防和控制非传染性疾病机构间工作队联合独立评价：评价简报

Joint Independent Evaluation of the UNInter-Agency Task Force on the Preventionand Control of Non-communicable Diseases Evaluation brief established to catalyze country action and representsan efficient allocation of resources. Established in 2013 and reporting to the UN Economicand Social Council (ECOSOC), theUN Inter-Agency TaskForce on the Prevention and Control of Non-communicable Diseases(Task Force) consists of 46 UNagencies, funds, programmes, intergovernmentalorganizations, and development banks, and iscoordinated by a secretariat at WHO. The evaluationaims to assess the Task Force’s strategy, interventions,operations and performance since its creation toinform its next strategic phase beginning in 2026.Using a mixed-methods approach, the evaluation teamanalyzed over 100 documents, interviewed 76 keyinformants, conducted case studies in Kyrgyzstan andNigeria, and surveyed Task Force focal points. “I have been involved in many interagencycoordinating bodies in my time with the UN, and theTask Force is among the very best and most effective.”UN agency focal point Coherence At the global level, the Task Force contributes tobuilding synergies among UN agencies on NCDsthrough working groups, joint programmes and theHealth4Life Fund. It does not always have sufficientinfluence, however, to ensure a unified UN response toNCDs. While the Task Force has successfully raised theprofile of NCDs within some member agencies, thereneeds to be greater transparency around the resourcesindividual agencies are making available for NCDs andmental health. Within WHO, there have been instancesof competition across different parts of the agency forresources on NCDs and mental health instead ofcollaboration. Additionally, the Task Force has not fullytaken advantage of WHO’s resources to support itstechnical and coordination work in countries. Findings Relevance There is a high demand from both Member States andUN agencies for the Task Force’s coordination role.However, some members consider that its work is lessrelevant to them. Member agencies and externalstakeholders expect the Task Force to adjust itspriorities in response to the evolving global healthlandscape. From the outset, the Task Force has focusedefforts at the country level, ensuring that it has directrelevance to country needs. Gender, equity and human rights There are good examples of the Task Force HumanRights Team supporting the capacity of Task Forcemembers on rights-based interventions, but there isless attention to gender and equity in relation to NCDs.While the Task Force and the Global CoordinationMechanism on the Prevention and Control of NCDs(WHO GCM/NCD) collaborate regularly, there isuntapped potential to build on the GCM’s work withpeople with lived experiences of NCDs. Effectiveness and efficiency The Secretariat is highly effective in convening TaskForce members and coordinating its activities.However, tracking the impact of the Task Force’s workis challenging because members do not report onshared, measurable and time-bound targets. Despitethis, the Secretariat has been able to documentprogress towards its strategic objectives, and there isevidence of Task Force joint missions, investment casesand other activities contributing to improvedmultisectoral responses in various countries. Althoughmore UN country frameworks now includenoncommunicable diseases (NCDs), the Task Force hasonly been able to contribute to a limited extent to UNCountry Teams’ capacity to support NCD responses.The Task Force Secretariat is efficient in using itsresources and the Health4Life Fund, which it Sustainability Efforts to raise funds for country-level NCD and mentalhealth responses—especially through the Health4LifeFund—are helping to ensure the long-term impact ofthe Task Force’s work. However, many memberagencies have not built financial commitments intotheir budgets to support the Secretariat or sustain TaskForce activities. The sustainability of the Task Force’scountry-level work has varied in different contexts. To maximize impact at country level, the followingelements have been key: Conclusions 1.The Task Force is an effective coordinationmechanism and is an exemplar of the UN workingas one. •Investment cases help raise the profile of NCDs incountries but need to be accompanied by longer-term efforts to support the development,implementation and monitoring of investmentplans and budgets.“The NCD investment case was very important forus. In 2019, we did not have evidence-based dataon NCD burden–it was very difficult to convincethe deputy minister of finance to invest in this.After the first NCD investment case the ministry offinances changed their view on prioritizing theburden of NCDs.”Government official•In addition to investment cases and joint missions,other modalities to work in countries are promisingsuch as the Health4Life Fund and theWHO-UNDPGlobal Joint Programme on Catalyzing MultisectoralAction for NCDs.•Continuous engagement with