Evaluation

The Evaluation Section is part of the Internal Audit and Oversight Division.  It operates independently of other WIPO management functions to ensure impartial reporting and is separate from other Internal Oversight functions like Investigation and Audit.  

The Section is responsible for developing and promoting an evaluative culture - one that uses the information gathered on the Organization's performance to learn to better manage and deliver programs and services, thereby improving performance.  This is key to building more effective results-based management and evaluation approaches.

Evaluation Policy

The WIPO Evaluation Policy constitutes the framework for WIPO’s evaluation function.  The Policy has been prepared in accordance with international best practice, taking due account of the Norms and Standards for Evaluation in the UN System adopted by the United Nations Evaluation Group (UNEG), and other international good practices.  The purpose of the Policy is to provide a comprehensive framework for planning and conducting independent evaluations as well as informing policy and strategic decisions with evaluation evidence that helps improve the development impact of WIPO's activities.

The Policy aims to enhance the generation and use of value-added evaluative information for:

• Decision-making processes concerning the improvement of present and future activities;
• Policy formulation and review by Member States; and
• Management oversight by the Director General.

The Policy emphasizes that evaluation is an organizational responsibility focusing on learning and accountability, and that it applies to evaluations conducted throughout the Organization.  The Policy describes:

• the concept and role of evaluation within WIPO;
• the roles and responsibilities of program and project managers and the IAOD Evaluation Section; and,
• the prioritization, planning, management, conduct, budgeting, follow-up and use of evaluations.

The present Policy has been reviewed in April 2010 after three years of implementation as required in the approved 2007 WIPO Evaluation Policy. This Evaluation Policy supersedes the previous Policy and comes into effect upon approval by the Director General in fulfillment of the obligation of the Director General to establish a system for planning, conducting and using evaluation information for decision-making, as indicated in the Financial Regulations and Rules, Regulation 2.15

Key objectives

The key objectives of the Evaluation Section are:

a) to deliver independent, credible and high-quality evaluations that:

• assess whether the Organization is doing the right things and doing them well;
• promote accountability and transparency to stakeholders, in particular Member States;
• contribute to sharing knowledge and lessons learned;
• enhance the generation and use of value-added evaluative information
• identify which approaches work in developing a balanced and accessible international intellectual property system so that they can be emphasized and expanded.

b) to strengthen the independence of the evaluation function based on international independence criteria;

c) to raise awareness of the independent evaluation function among WIPO stakeholders and staff;

d) to promote an evaluative culture that looks to lessons learned and fosters accountability.

Independent Evaluations

The following types of independent evaluations are undertaken, based on needs assessments and WIPO or stakeholder requests:

• Strategic evaluations analyze the Organization’s performance and contribution to critical areas, and make recommendations for greater effectiveness.  These independent evaluations may assess how successfully the Organization achieves the strategic results for which it is accountable.  They also provide knowledge on policy issues, programmatic approaches, methods of cooperation, etc.
• Thematic evaluatioIAOD Validation of the Program Performance Reportns are designed to assess the effectiveness and impact of WIPO’s processes and approaches and provide the Organization with further knowledge on selected issues and subjects.
• Country-level evaluations assess the performance and impact of WIPO-supported activities in countries with a large WIPO portfolio.  Independent country program evaluations provide information on the most essential aspects of project/program performance and contribute to developing strategic and operational orientations for future activities in particular countries.
• Program evaluations assess in-depth the performance of WIPO programs as defined and described in the WIPO Program and Budget.
• Project-level evaluations (for projects with a budget of CHF 1 million or above) are undertaken throughout the implementation cycle and assess the implementation, impact and sustainability of projects.  They reveal lessons learned and contribute to improving project impact and performance.
• Organizational assessments are aimed at understanding and improving performance focusing on four key pillars:  effectiveness, efficiency, financial sustainability and relevance.
• IAOD Validation of the Program Performance Report
  
  • Summary Program Performance Report 2006 – 2007
  • Validation of the 2008 Program and Performance Report (May 25, 2009)
  • Validation of the Program Performance Report for 2008/09

Independent Evaluation Services

WIPO’s evaluation services fall into the following categories:

• Core Services:  Design, management and carrying out of independent evaluations;
• Other Services:  Validation and advisory services;  Capacity-building services:  depending on available resources, assistance may be given to Member States in building their capacity to undertake evaluations.

For more information, please contact us.