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  1. 1
    375276

    Identifying the need for evaluation capacity assessment tools and guidance.

    Franca-Koh AC; Moonzwe L

    Chapel Hill, North Carolina, University of North Carolina at Chapel Hill, Carolina Population Center, MEASURE Evaluation, 2017 Jan. 18 p. (Working Paper WP-17-171; USAID Cooperative Agreement No. AID-OAA-L-14-00004)

    In 2011, the U.S. Agency for International Development (USAID) published its Evaluation Policy. The policy emphasizes the need to conduct more evaluations of its programs to ensure greater accountability and learning, and it outlines best practices and requirements for conducting evaluations. Since releasing the policy, USAID has commissioned an increasing number of evaluations of its programs. The importance of evaluations for international public health programs has been long recognized, with demand for such evaluations coming from both internal and external sources. Donors or those external to program implementation seek evidence of accomplishments and accountability for resources spent, whereas those involved in program implementation seek evidence to inform and improve program design. Within USAID, the need for more evaluations was driven by the understanding that evaluations provide information and analysis that prevent mistakes from being repeated and increase the likelihood of greater yield from future investments. Finally, there is overall recognition that evaluations should be of high quality and driven by demand, and that results should be communicated to relevant stakeholders. Despite the increased demand for evaluations, there is limited evaluation capacity in many countries where international development programs are implemented. Before strategies to strengthen evaluation capacity can be implemented, it is important first to assess existing evaluation capacity and develop action plans accordingly. We conducted a review of existing assessment tools and guidance documents related to assessing organizations’ capacity to carry out evaluations of international public health programs in order to determine the adequacy of those materials. Here, we summarize the key findings of our review of the literature and provide recommendations for the development of future tools and guidance documents.
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  2. 2
    273758

    Strategic guidance on HIV prevention.

    United Nations Population Fund [UNFPA]

    New York, New York, UNFPA, 2001. 32 p. (Preventing HIV / Promoting Reproductive Health)

    UNFPA has worked in the field of population and development for more than three decades and has addressed the issue of HIV/AIDS for the last decade. However, no organization by itself has the capacity or the resources needed to address and halt the pandemic. An effective response requires careful collaboration and coordination among organizations, with each bringing to the partnership a distinct set of capabilities, strengths and comparative advantages. As one of the eight cosponsors of UNAIDS (the other cosponsors being UNICEF, UNDP, UNDCP, UNESCO, ILO, WHO and World Bank), UNFPA chairs Theme Groups in many countries and supports HIV-prevention interventions in almost all of its country programmes. To maximize its response and to strengthen coordinated activities with other partners, it is critical for staff at every level to have a common understanding of the Fund’s policies and strategic priorities. The aim of this document is to provide such guidance to staff, delineating the niche in which UNFPA as an organization has a definite comparative advantage in addressing the HIV/AIDS epidemic, especially at the country level. (excerpt)
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  3. 3
    168424

    2001 annual report. [Informe anual 2001]

    Management Sciences for Health [MSH]

    Boston, Massachusetts, MSH, 2001. 26 p.

    This 2001 annual report summarizes the efforts of Management Sciences for Health (MSH) at the global, national, and local levels to fight HIV/AIDS and other preventable diseases. It is noted that MSH seeks to increase the effectiveness and sustainability of health services by improving management systems, promoting access to services, and influencing public policy. Its activities focus on educating those concerned in health care; applying practical management skills to public health problems in the public and private sectors; strengthening capabilities through collaborative work and training programs; and applying and replicating innovations in health management. Case studies from Malawi and Brazil are included.
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