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2024 | Author(s): EIO - Independent Evaluation Unit
#MSMEs #Global #Project evaluations
Evaluation reports
2024 | Author(s): EIO - Independent Evaluation Unit
#MSMEs #Global #Project evaluations
Evaluation report on the Impact of the Vienna Energy Forum.pdf
2024 | Author(s): EIO - Independent Evaluation Unit
#Global #Strategic evaluations
The independent evaluation assessed the results of the International Vienna Energy and Climate Forum (IVECF)\/ Vienna Energy Forum (VEF), henceforth simply the forum, for the period 2009-2023 with a special focus on the last five years. The evaluation used the criteria of relevance, effectiveness, efficiency, sustainability, coherence, and contributions towards impacts. This involved considering and reviewing the forum’s objectives, performance indicators, stakeholder engagement, knowledge dissemination, policy influence, and long-term impacts. The evaluation used a mixed-method approach encompassing quantitative and qualitative analysis with data collected from documents, surveys, interviews, observations, and archival sources.\n\nThe forum’s primary goal is to create a vibrant, interactive, and inclusive environment that facilitates stimulating discussions on crucial issues related to the sustainable energy discourse and encourages the proposal of practical solutions for promoting sustainable energy development.\n\nThe evaluation found that the forum is well-aligned with emerging global priorities on sustainable energy. It has seen significant growth in participation over the years, which spotlights its rising significance. The forum has catalyzed policy and technology discussions and community projects globally over the years through its insights and partnerships. It has contributed to the global sustainable energy agenda over the past decade, both through high-level policy impacts at international events like COP as well through on-ground delivery. Through its platforms, various projects have gained visibility and access to potential support, exemplifying its capacity to facilitate meaningful connections and contribute to advancing sustainable energy solutions. Sustaining this impact hinges on\nexpanding its reach and scope further. By exposing industry players to emerging innovations, this forum has also contributed to new product developments and sustained corporate engagement. However, overall data to comprehensively assess this forum’s long-term impact remains constrained.\n\nThe evaluation concluded that the forum, through biennial conferences, remains a critical platform in the global energy dialogue. To maintain its significance and enhance its impact, it will need to continue adapting to the evolving landscape with strategic focus, alignment with UN goals, stakeholder engagement, and efficient management, while deepening its commitment to cross-cutting themes.\n\nThe evaluation recommends that UNIDO should (1) continue to refine the forum’s thematic focus, capitalizing on its unique positioning in the energy and industrial development\ndialogue, (2) enhance stakeholder engagement through hybrid summits, targeted marketing plus localization, and early and comprehensive planning, (3) streamlining governance structures for more efficient event management, and (4) deepening cross-cutting themes to better integrate gender, youth, and environmental concerns.\n
2024 | Author(s): EIO - Independent Evaluation Unit
#SRI LANKA #Asia and the Pacific #SRI LANKA #Project evaluations
Final report. Evaluability assessment of UNIDO's contribution to SDG 9.pdf
2024 | Author(s): EIO - Independent Evaluation Unit
#Global #Strategic evaluations
This report summarizes the key findings, conclusions, and recommendations of the\nEvaluability Assessment (EA) conducted by the Office of Evaluation and Internal Oversight, through its Independent Evaluation Unit (EIO\/IEU), to determine the feasibility of evaluating the United Nations Industrial Development Organization's (UNIDO) contribution to Sustainable Development Goal 9 (SDG 9) reliably and credibly. The assessment focused on three aspects: the presence of a clear theory of change, the availability and quality of\ndata, and the appropriateness of timing and institutional resources for evaluation.\nThe assessment identified gaps and areas for improvement, including weaknesses in UNIDO's logical model and results framework, underreporting of its SDG contributions, and\nthe need for clearer definitions and focus on UNIDO's impact. There is a disconnect between SDG targets and UNIDO's measurement of results and performance.\nThe evaluation of UNIDO's contributions to the SDGs is deemed useful and relevant. The\nfindings and lessons learned from SDG evaluations are valuable for organizational learning and of strategic interest to UNIDO and its constituents.
Infographic - Strategic evaluation of UNIDO engagement with the private sector.pdf
2024
#Global #Strategic evaluations
Strategic evaluation report on UNIDO engagement with the private sector.pdf
2024 | Author(s): EIO/IEU - Independent Evaluation Unit
#Global #Strategic evaluations
This evaluation assessed UNIDO’s overall approach to private-sector partnerships and their contribution to UNIDO’s overall goals. The evaluation is based on desk research and on the analyses of primary data, which was collected through interviews with private partner representatives and through interviews, and a survey among UNIDO staff with direct or indirect experience in initiating and managing partnerships.\n\nThe target audience for this report is UNIDO management and personnel as well as external stakeholders of UNIDO, and potential partners. The evaluation found the absence of a clear and coherent partnership\nstrategy that guides both the initiation and management of UNIDO’s private sector engagement. Current practice is the existence of both bottom-up and top-down processes to initiate partnerships, which\ncontributes to increased complexity and potential fragmentation. The evaluation also found scope for improvement in the management and development of UNIDO’s portfolio of partnerships in line with a\ncoherent strategy and the creation of an integrated system of managing and sharing experiences and best practices across UNIDO. The development of a coherent partnership strategy, its implementation in\nthe initiation and management of individual partnerships and UNIDO’s portfolio of partnerships as a whole, as well as the development of a knowledge management system with regard to private partnerships, are recommended.
2024 | Author(s): EIO - Independent Evaluation Unit
#Climate change adaptation #Leather #PAKISTAN #Asia and the Pacific #PAKISTAN #Project evaluations
Infographic - Strategic evaluation of Knowledge Management in UNIDO.pdf
2024 | Author(s): EIO/IEU - Independent Evaluation Unit
#Global #Strategic evaluations
Strategic evaluation report on Knowledge Management in UNIDO.pdf
2024 | Author(s): EIO/IEU - Independent Evaluation Unit
#Global #Strategic evaluations
This report offers a comprehensive evaluation of Knowledge Management (KM) practices within UNIDO spanning the period from 2016 to 2023. Employing a consultative and transparent approach, the evaluation aimed to identify areas for improvement in KM\npractices through various methodologies including desk reviews, stakeholder consultations, surveys, and web metrics analysis. Key findings underscore the absence of a\ncomprehensive KM system within UNIDO, leading to operational inefficiencies and knowledge gaps. The evaluation highlights the need for a robust KM framework that\naddresses the diverse needs of personnel, particularly in accessing dispersed information.\nChallenges identified include a lack of user-centric KM management, inadequate involvement of staff in KM formulation, and unstable policies resulting from organizational\nchanges. Furthermore, the report emphasizes the role of KM in achieving organizational results, noting the disconnect between operations and intellectual work, as well as internal competition hindering a collaborative knowledge-sharing culture. Despite ad-hoc KM initiatives yielding some results, the lack of a clear strategy, governance, and incentives hindered their effectiveness. Additionally, the absence of a dedicated KM team and\ncentralized function further weakened UNIDO’s ability to capitalize on intellectual assets and effectively influence policy makers. While UNIDO demonstrated strengths such as implicit integration of KM in its framework and proven knowledge-sharing experiences, weaknesses persisted in the absence of a corporate KM strategy and coordination\nframework. Opportunities for improvement include leveraging change management for knowledge development and enhancing knowledge platforms. However, threats such as limited resources for KM and the perception of knowledge as a competitive advantage pose\nchallenges. Key recommendations include the development of a KM strategy aligned with the organization’s strategic vision, the establishment of a KM policy framework, and\nfostering a knowledge culture within UNIDO. These measures aim to enhance institutional effectiveness and address the identified shortcomings in KM practices, ultimately fostering sustainable industrial development.
Evaluation report on Upgrading of China small hydropower (SHP) capacity.pdf
2024 | Author(s): EIO - Independent Evaluation Unit
#Rural development #Asia and the Pacific #CHINA #Project evaluations
2024 | Author(s): EIO - Independent Evaluation Unit
#Energy management systems #Africa #Project evaluations
2024 | Author(s): EIO - Independent Evaluation Unit
#Asia and the Pacific #INDONESIA #Project evaluations
2024 | Author(s): EIO - Independent Evaluation Unit
#Job creation #Global #Project evaluations
2024 | Author(s): EIO - Independent Evaluation Unit
#Job creation #Youth #Value chain #Arab States #JORDAN #Project evaluations
2024 | Author(s): EIO - Independent Evaluation Unit
#Africa #KENYA #Project evaluations
Evaluation report on Global Quality and Standards Programme (GQSP).pdf
2024 | Author(s): EIO - Independent Evaluation Unit
#Accreditation #Value chain #Global #Project evaluations
Evaluation report on Global Eco-Industrial Parks Programme (GEIPP).pdf
2024 | Author(s): EIO - Independent Evaluation Unit
#Global #Project evaluations
2023 | Author(s): EIO - Independent Evaluation Unit
#Biogas #Renewable energy #Environment #Skills development #Africa #SOUTH AFRICA #Project evaluations
Evaluation report on West Africa Competitive Programme (WACOMP) Ghana component.pdf
2023 | Author(s): EIO - Independent Evaluation Unit
#Value chain #Quality infrastructure #Africa #GHANA #Project evaluations
2023 | Author(s): EIO - Independent Evaluation Unit
#Africa #MADAGASCAR #Project evaluations