2026-2027年度评估：更新及拟议工作计划（EB158 34）

1.The Evaluation Office submits its proposed Organization-wide workplan for 2026‒2027,pursuant to the WHO evaluation policy (2025).1In accordance with the policy, the Board isrequested to review, provide input and approve the workplan. This report updates information onimplementation of the 2024‒2025 evaluation workplan2and provides lessons informing futureplanning, before the scheduled consideration of the evaluation annual report at the ExecutiveBoard’s next session. Implementationupdateand lessons learned 2.During the biennium 2024‒2025, evaluations expanded in scale, quality and scope; plannedevaluations increased from 34 in 2022‒2023 to 50. After allowance for cancelled evaluations,completion rates increased from 43% (9 of 21) in 2022‒2023 to 77% (27 of 35), reflecting stronger 3.Drivers of progress included: senior management leadership and commitment to strengthenthe function; increased staff capacity, including evaluation focal points in all regional offices; 4.The 27 evaluations completed during 2024‒2025 contributed to: evidence-informed policyand effective programmatic delivery; strengthened results-based management cycle throughgreater use of results frameworks and results reporting; enhanced accountability; prioritized or 5.Using evaluation findings is the key to maximizing learning. Two examples highlight theirutility. The evaluation in 2024 of the Member State Mechanism on Substandard and FalsifiedMedical Products served as a blueprint for creating a theory of change, results framework,revision of the strategic plan and ongoing review of its governance. The country programme Eastern Mediterranean, attracted new donor supportfor thecountryofficeandled to a new 6.For the first time, independent evaluation has been integrated into operational planning forthe Programme budget 2026‒2027. The Secretariat is developing systematic approaches to 7.The Evaluation Office and regional focal points implemented more agile, timely andcost-effective approaches, including hybrid evaluation teams blending in-house and externalexpertise and greater reliance on individual independent experts; streamlined methodologies; activities. All completed reports are publicly available on the WHO website.4 Development of the 2026‒2027 evaluation workplan 9.The proposed workplan, grounded in the WHO evaluation policy (2025) and aligned with theFourteenth General Programme of Work, 2025‒2028 (GPW14) covers evaluations at allWHOlevels across types (corporate, decentralized, country programme and joint evaluations). Inline with the policy, selection criteria include requirements (for example, a governing body 10.Building on lessons learned, the workplan includes priority evaluations addressingaccountability and learning needs. They promote cross-organizational collaboration and advance 11.The workplan reflects anambitious agenda aligned with the GPW14 priority of effectiveWHO health leadership, emphasizing country-level impact through CPEs across regions. Plannedevaluations address gaps in GPW14 objective evaluation coverage, including gender 12.The workplan was developed throughconsultations with senior management at all threeorganizational levels and partners, and incorporates feedback from the Independent ExpertOversight Advisory Committee. Within the Secretariat, commissioning entities were asked to 13.Prioritization of topics was guided by establishedcriteria, coverage norms, alignment withGPW14 priorities, stakeholder needs and resource availability. The workplan was prepared withinWHO’s Programme budget and operational planning cycle. Given WHO’s significant budget 14.Planned evaluations are presented by major office and type, prioritized by availablefunding.Proposed topics focus on the greatest potential for organizational learning and strengthenedaccountability. Some evaluations which have not yet begun are carried over from the 2024‒2025 15.Below,Priority 1covers evaluations with funding fully or partially secured as at November2025, or fully funded during 2025 (carry-over/roll-over).Priority 2covers evaluations withoutsecured funding and can only be conducted if funding is secured. Planned evaluations arepresented for major offices and joint United Nations evaluations by priority related to funding Corporate evaluations 16.Corporate evaluations are managed by the Evaluation Office and focus on strategic,Organization-wide issues aimed at improving strategies, policies, systems processes and Priority1 •Evaluability assessment of GPW14 (2024‒2025 carry-over; requirement) •Evaluation of WHO country office strategic planning, including the Country CooperationStrategy mechanism (2024‒2025carry-over; significance) Priority2 •Evaluation of gender mainstreaming in WHO (requirement/significance). Decentralized and country programme evaluations 17.CPEs assess WHO’s contributions to national health outcomes and inform the developmentand implementation of country cooperation strategies. They may be comm