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Evaluation Capacity Development

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Evaluation Capacity Development
Monitoring and Evaluation: A Closer Look A growing global partnership to support evaluation capacity development As the ten-year countdown toward the Sustainable Development Goals begins, systems to track progress and measure the impact of policies are now more important than ever. Monitoring and evaluation have evolved significantly as professional practices Show MoreMonitoring and Evaluation: A Closer Look A growing global partnership to support evaluation capacity development As the ten-year countdown toward the Sustainable Development Goals begins, systems to track progress and measure the impact of policies are now more important than ever. Monitoring and evaluation have evolved significantly as professional practices and can deliver invaluable evidence on what is working and what is not, but a major effort is needed to ensure all countries are able to share in the benefits. Many countries, particularly in low-income and lower middle-income parts of the world, still lack the capacity for monitoring and evaluation which risks holding them back and must be addressed if we are all to reach the Sustainable Development Goals together. Read more about the current challenges in global M&E capacity and the need for joint action in a evaluation">recent #WhatWorks blog post by IEG Director-General Alison Evans. New Collaboration to Address Global Gaps in Monitoring and Evaluation Capacity On January 13, 2020, The Independent Evaluation Group and the Independent Evaluation Office of the United Nations Development Programme (UNDP) signed a Memorandum of Understanding (MoU) marking the first step towards establishing a global partnership to support evaluation capacity development. evaluation-capacity">Read more about the MoU. Monitoring Involves continuous or ongoing collection and analysis of information about implementation to review progress; Compares actual progress with what was planned so that adjustments can be made in implementation; and Is an internal activity that is the responsibility of those who manage implementation procedures, thus representing  a good management practice. Evaluation Is a periodic assessment of the relevance, efficiency, effectiveness, impact, and/or sustainability of an activity or intervention; Is a systematic search for answers about an intervention (project, program, or policy); and Measures the effects of an intervention and compares them with the goals and objectives of the intervention. Evaluation Capacity Development (ECD) efforts strengthen and sustain both individuals and organizations to: Access, build, and implement evaluative knowledge and skills; Design, implement, and manage effective evaluation processes and findings; and Use evaluations as a performance improvement tool. By cultivating a spirit of continual learning and capacity development, organizations are able to guide their own team members, stakeholders, and others along a more direct path to program effectiveness and accountability.  ECD also fosters the implementation of Monitoring and Evaluation (M&E) knowledge and practices. M&E, an essential component of results-based management, provides information for designing, implementing, and assessing the results of government, civil society, and private sector policies, programs, and projects.  Used well, M&E can help policymakers and program managers determine what works, what is not working, and why.  M&E in the public sector can also: Support evidence-based policymaking, particularly in the context of national budget cycle and national planning;   Guide ministries and agencies in managing activities at the sector, program, and project levels, including service delivery to beneficiaries; and Enhance accountability and transparency. ECD Initiatives Supported by the Independent Evaluation Group The CLEAR Initiative The CLEAR Initiative is a collaborative global program founded by academic and bilateral and multilateral institutions to support evaluation capacity strengthening in developing countries. Conceived as an innovative approach to developing the M&E capacities of governments and civil society organizations (CSOs), it is based on South-South collaboration and is backed by prestigious academic institutions recognized for their excellence in the evaluation field. View the list of upcoming evaluation training sessions at regional CLEAR centers, and learn more about gLocal Evaluation Week, an annual week-long event to support local and global knowledge sharing and networking, promote the evaluation practice, and support evidence-based policy making. Events can take place anywhere around the world, in any language. International Program for Development Evaluation Training (IPDET) The International Program for Development Evaluation Training (IPDET) is an executive training program in development evaluation. IPDET is managed jointly by the University of Berne (Center for Continuing Education and Center for Development and Environment), the Center for Evaluation at Saarland University (Germany) and the Independent Evaluation Group of the World Bank. The unique training program runs annually in the summer, and brings together global expertise in development evaluation in Bern, the capital of Switzerland. IPDET strives to provide a program in which participants: enhance knowledge and skills of development evaluation learn about new topics and global trends, and network for collaboration and knowledge sharing. For more information about IPDET, visit www.ipdet.org.

New Collaboration to Address Global Gaps in Monitoring and Evaluation Capacity

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New Collaboration to Address Global Gaps in Monitoring and Evaluation Capacity
For information, contact William Stebbins email: wstebbins@worldbank.org | tel: +1 (202) 458-7883   New York City, NY, January 13, 2020 – The World Bank’s Independent Evaluation Group (IEG) and the Independent Evaluation Office of the United Nations Development Programme (UNDP) signed a Memorandum of Understanding (MoU) today marking the first step towards establishing a global partnership Show MoreFor information, contact William Stebbins email: wstebbins@worldbank.org | tel: +1 (202) 458-7883   New York City, NY, January 13, 2020 – The World Bank’s Independent Evaluation Group (IEG) and the Independent Evaluation Office of the United Nations Development Programme (UNDP) signed a Memorandum of Understanding (MoU) today marking the first step towards establishing a global partnership to support evaluation capacity development. The IEG-UNDP collaboration comes at a time when the global demand for support to strengthen monitoring and evaluation (M&E) systems and capacities is high. Countries need effective M&E systems and capacities in order to track the progress on their national development strategies. The support to meet this demand, while growing, is often limited by scale and a lack of coordination. As part of this new collaboration, IEG and UNDP aim to pool resources, share knowledge and expertise, and leverage the comparative advantages of each institution for scaling up current initiatives and coordinating global efforts on building M&E systems and capacity. “This collaboration comes at a pivotal moment, as the ten-year countdown toward the Sustainable Development Goals begins,” said Indran Naidoo, UNDP Director of the Independent Evaluation Office. “Effective systems of monitoring and evaluation are critical for reaching the goals, as they allow countries to base policies on what has proven to work, and to monitor their progress to ensure no one is left behind.” “No single institution has the resources to address the current global gaps in monitoring and evaluation capacity,” said Alison Evans, World Bank Vice President and IEG Director-General. “Addressing the scale of the need will require coordinated efforts by broad coalitions, and this collaboration is a step in that direction, providing a foundation that can be built on.”  Along with coordinating activities and sharing resources, the two organizations will seek to expand their collaboration globally to include the range of countries and institutions involved in developing the capacity for monitoring and evaluation.   Read more about the current challenges in global M&E capacity and the need for joint action in a recent evaluation">#WhatWorks blog post by IEG Director-General Alison Evans.   

What to Evaluate When - Consider These Choices Early in the Evaluation Cycle

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What to Evaluate When - Consider These Choices Early in the Evaluation Cycle
Consider these choices early in the evaluation cycle.Consider these choices early in the evaluation cycle.

IEG LIVE: Why Focus on Results When No One Uses Them? Towards Useful Evaluations

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why focus on results when nobody uses them
A lively conversation among leaders in development about producing and using evaluations and putting countries on pathways to evidence-based decision-making. The session was hosted by the Independent Evaluation Group in partnership with the International Initiative for Impact Evaluation (3ie) and the World Bank Group’s Governance Show MoreA lively conversation among leaders in development about producing and using evaluations and putting countries on pathways to evidence-based decision-making. The session was hosted by the Independent Evaluation Group in partnership with the International Initiative for Impact Evaluation (3ie) and the World Bank Group’s Governance Global Practice.

Making a Difference in the Year of Evaluation

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Making a Difference in the Year of Evaluation
A three-part recipe for strengthening evaluation capacity A three-part recipe for strengthening evaluation capacity

Evaluation Capacity: Who Needs It?

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Who needs evaluation capacity? Years ago the answer to this question would have been the donor community.  This situation has changed dramatically in the last couple of years. Many more countries are setting up evaluation offices as part of their own systems. They – from governments to citizens – want to know how well policies and programs work, whether funded by an external donor or Show MoreWho needs evaluation capacity? Years ago the answer to this question would have been the donor community.  This situation has changed dramatically in the last couple of years. Many more countries are setting up evaluation offices as part of their own systems. They – from governments to citizens – want to know how well policies and programs work, whether funded by an external donor or government revenues. This trend was evident at the Fourth Global Forum of the Regional Centers for Learning on Evaluation and Results (CLEAR) Initiative in Mexico City, where I had the privilege to meet and share ideas with leaders from around the world about their ambition to build evaluation into their systems for managing public sector service delivery, finance, and beyond. It is a demonstration that governments recognize the importance of evidence and greater understanding of development processes. With a capacity to evaluate, countries are able to make better informed decisions – including taking calculated risks – about the management of the public sector as a whole and public finance in particular. Evaluation contributes to increased ownership of development processes, responsible governance, and timely corrective action when policies, programs, or institutions do not perform at their best. Country  ownership and  evaluation champions are essential for the process of developing evaluation capacity. These champions can be policy-makers who see the true value of evidence in the decision-making and evaluators as the interlocutors with policy and decision-makers in their countries. They will ensure that evaluation focuses on priority needs and that it is taken into account. Champions are also essential for engaging with the many agencies that aim to develop evaluation capacities identifying the bottlenecks and the additional needs for support. They are the drivers of networks where leaders of strong evaluation functions reach out to debate each other’s challenges and solutions, as well as include peers in countries that just started their journeys in the evaluation capacity world. Developing capacity involves a diagnostic process that is driven by those local champions. They should be able to call on other leaders in a similar situation and in the evaluation community to help them identify capacity needs and determine gaps and ways to close them, just as took place at the South-South Roundtable in Johannesburg that brought together leaders  from Argentina. Benin, Brazil, Colombia, Chile, Costa Rica, Guatemala, El Salvador, Niger, South Africa and Zambia. Their ownership is essential for creating a shared vision, clear goals and targets, and a monitored, adaptable implementation plan. Implementation will involve typical elements of training, expert advice, and other inputs, and increasingly dialogue among leaders to develop: the enabling environment, which both sets the policy or authorizing context and signals demand for evaluation,   the institutions, which require they understand their clients, develop services, methods systems, and the human, technical, and financial resources to deliver services, and   people, who need skills, knowledge, and networks to perform at their best. In recent years the number of evaluation capacity development efforts has exploded. The good news: more attention, more resources. The challenge: generating more and better synergies between these efforts so that they collectively produce more than the parts can deliver individually. Groups like the evaluation/" target="_blank">Development Assistance Cooperation Evaluation Network of the Organisation for Economic Co-operation and Development  and  initiatives like CLEAR or EvalPartners rally diverse stakeholders around a common goal, which is a good start. How else to support these efforts? Fostering an enabling environment for evaluation can take place through dialogue among high-level decision makers and evaluators to increase awareness of and demand for evidence from evaluation. Building evaluation into public sector/finance management programs would give a strong impetus to an enabling environment that asks for and uses critical evaluation findings. Developing institutions. Take project-related Monitoring and Evaluation units:  instead of developing these units as part of a project management structure, they could be used as a platform for developing institutional evaluation capacities as an integral part of the government’s public administration. These units, situated in line ministries, when networked with the national statistical offices would form part of an institutionalized system that generates monitoring and evaluation data for all government investments rather than projects, and feed information into the national statistic system. In addition,  it is important to integrate the evaluation data these institutions generate  into specific decision-making processes with a clear understanding how evaluation evidence can and should inform choices, and a strategy to ensure evaluation services provide necessary evidence. A network of institutions will ensure that the system overall is efficient and connected with national statistical services. Building people’s skills and knowledge receives a lot of attention, albeit with short-term measures. To close the demand gap for highly qualified evaluators, a long-term solution lies in investing in tertiary education that incorporates evaluation in faculties such as public administration, both for those who will become policymakers and policy implementers and need to understand evaluation evidence and its use in policy making and implementation, as well as graduate programs for evaluators to equip them with the necessary skills to deliver high quality evaluations. Working with a group of leading universities in partner and client countries to create a network will also help in developing comparable curricula, professional standards, and eventual professionalization of  this young profession.

Qui a besoin d’une capacité d’évaluation ?

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Qui donc en a besoin ? Autrefois, c’était le cas de la communauté des bailleurs de fonds. La situation évolue toutefois profondément depuis quelque temps. De nombreux pays intègrent maintenant des bureaux d’évaluation dans leurs propres systèmes. Les pouvoirs publics, tout comme les citoyens, veulent savoir dans quelle mesure les politiques et les programmes produisent des résultats, et ce Show MoreQui donc en a besoin ? Autrefois, c’était le cas de la communauté des bailleurs de fonds. La situation évolue toutefois profondément depuis quelque temps. De nombreux pays intègrent maintenant des bureaux d’évaluation dans leurs propres systèmes. Les pouvoirs publics, tout comme les citoyens, veulent savoir dans quelle mesure les politiques et les programmes produisent des résultats, et ce que ces derniers soient financés par un bailleur de fonds extérieur ou par les recettes publiques. Cette évolution est ressortie clairement lors du Quatrième Forum mondial des Centres régionaux de formation sur l’évaluation et les résultats (Initiative CLEAR ), qui s’est tenu à Mexico, et à l’occasion duquel j’ai eu l’honneur de rencontrer des leaders du monde entier et d’échanger avec eux des idées sur leur désir d’intégrer une fonction d’évaluation dans leurs systèmes pour gérer la prestation de services, les finances et d’autres aspects du secteur public. Cela montre à quel point les pouvoirs publics comprennent l’importance que revêtent les informations et les observations et une meilleure compréhension des processus de développement. Lorsque les pays possèdent des capacités d’évaluation, ils peuvent prendre des décisions mieux fondées –  et prendre des risques calculés – pour gérer le secteur public dans son ensemble et les finances publiques en particulier. L’évaluation contribue à accroître l’adhésion aux processus de développement, à promouvoir une gouvernance responsable et à assurer l’adoption de mesures correctrices en temps opportun lorsque les politiques, les programmes ou les institutions ne produisent pas de résultats optimaux. Il est essentiel d’avoir des champions de l’adhésion et de l’évaluation au niveau national pour pouvoir constituer des capacités d’évaluation. Ces champions peuvent être des responsables de l’action publique qui comprennent l’intérêt fondamental des observations et des informations pour le processus de prise de décision ainsi que le rôle crucial des évaluateurs en tant qu’interlocuteurs des responsables de la formulation des politiques et de la prise des décisions dans leur pays. Ils veillent à ce que l’évaluation mette l’accent sur les besoins prioritaires et à leur prise en compte. Les champions jouent un rôle également essentiel en faisant le lien avec les nombreux organismes qui souhaitent se doter de capacités d’évaluation pour identifier les goulets d’étranglement et l’aide supplémentaire dont ils peuvent avoir besoin. Ils sont les moteurs des réseaux qui permettent aux dirigeants de solides fonctions d’évaluation de discuter des défis qu’ils rencontrent et des solutions qu’ils proposent, et d’inclure les confrères de pays qui commencent seulement à se lancer dans la constitution de capacités d’évaluation. Constituer ces capacités nécessite la poursuite d’un processus de diagnostic mené par ces champions locaux. Ces derniers doivent pouvoir faire appel à d’autres leaders se trouvant dans des situations similaires ainsi qu’aux membres de la communauté d’évaluation pour les aider à déterminer leurs besoins en matière de capacités, les insuffisances qu’il leur faut combler et les moyens d’y parvenir, comme cela s’est produit à l’occasion de la Table ronde Sud-Sud qui a réuni, à Johannesburg, des chefs de file d’Afrique du Sud, d’Argentine, du Bénin, du Brésil, de la Colombie, du Chili, du Costa Rica, du Guatemala, d’El Salvador, et de la Zambie. Il est essentiel d’avoir l’adhésion de ces champions pour assurer une vision partagée, des objectifs et des buts clairement définis, et un plan d’exécution adaptable se prêtant à un suivi. Les activités de mise en œuvre donneront lieu, de manière générale, notamment à des formations et à la fourniture de conseils spécialisés et, de plus en plus, à un dialogue entre les chefs de file afin de concevoir : le cadre porteur, qui définit le contexte stratégique ou d’habilitation et qui signale l’existence d’une demande d’évaluation,   les institutions, qui doivent comprendre leurs clients, formuler les services, les méthodes et les systèmes, et mettre en place les ressources humaines, techniques et financières requises pour assurer les services, et   les personnes, qui doivent posséder les qualifications, les connaissances et les réseaux pour donner le meilleur d’elles-mêmes. Le nombre d’actions de renforcement des capacités d’évaluation a explosé au cours des dernières années. Le surcroît d’attention porté à cette question a généré des ressources supplémentaires, ce qui est positif. Il reste maintenant à créer de plus amples et de meilleures synergies entre les efforts déployés pour qu’ils produisent, collectivement, davantage que ce qu’ils auraient, chacun, pu produire individuellement. Des groupes comme le evaluation/" target="_blank">Réseau du CAD pour l'évaluation du développement de l’Organisation de coopération et de développement économiques et des initiatives comme CLEAR or EvalPartners regroupent des parties prenantes diverses poursuivant un objectif commun, ce qui est un bon point de départ.   De quelles autres manières pouvons- nous appuyer ces efforts ? Il est possible de promouvoir un cadre porteur pour l’évaluation en assurant la poursuite d’un dialogue entre les évaluateurs et les décideurs de haut niveau afin de faire mieux prendre conscience des informations produites par les évaluations et d’accroître la demande correspondante. Intégrer un processus d’évaluation dans les programmes de gestion des finances/du secteur public  donnerait une solide impulsion à la mise en place d’un cadre propice à la recherche et à l’emploi de conclusions d’évaluation cruciales. Constitution d’institutions. Prenons le cas des unités de suivi et d’évaluation mises en place dans le cadre des projets : ne vaudrait-il pas mieux former ces dernières, non pas dans la structure de gestion d’un projet, mais au sein des administrations publiques d’un pays, comme base à la constitution de capacités d’évaluation institutionnelle. Ces unités, qui seraient alors installées dans les ministères sectoriels, pourraient opérer en réseau avec les bureaux statistiques nationaux et faire partie intégrante d’un système institutionnel générant des données de suivi et d’évaluation pour tous les investissements de l’État et non pas seulement les projets, et être une source d’information pour le système statistique national. Il est en outre important d’intégrer les données d’évaluation générées par ces institutions dans les processus particuliers de prise de décision en comprenant bien la manière dont les observations et informations produites par les évaluations peuvent et doivent servir de base aux choix effectués, et en ayant une stratégie pour veiller à ce que les services d’évaluation fournissent les informations nécessaires. Un réseau d’institutions permettra de garantir que le système est efficace dans son ensemble et est relié aux services statistiques nationaux. Une grande attention est portée au renforcement des compétences et des connaissances des évaluateurs, bien que les mesures prises à cet effet aient un horizon à court terme. Pour combler la demande insatisfaite d’évaluateurs hautement qualifiés, une solution durable consiste à investir dans un enseignement supérieur qui intègre les questions d’évaluation dans des programmes tels que l’administration publique destinés à ceux qui seront chargés soit de formuler soit d’exécuter les politiques publiques, et dans les programmes du troisième cycle pour les évaluateurs afin de de leur permettre d’acquérir les qualifications nécessaires pour produire des évaluations de haute qualité. Collaborer avec certaines des plus grandes universités dans des pays partenaires et des pays clients pour créer un réseau contribuera également à la formulation de programmes comparables, de normes professionnelles et, en fin de compte,  au relèvement des compétences de cette jeune profession.

Using Evaluation to Enhance the Performance of Development Partnerships

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Using Evaluation to Enhance the Performance of Development Partnerships
What do we know about the performance of partnership programs, and how can evaluation enhance their effectiveness? What do we know about the performance of partnership programs, and how can evaluation enhance their effectiveness?

Four Ways to Get it Right During the Evaluation Process

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Four Ways to Get it Right During the Evaluation Process
Ultimately, the value of an evaluation lies in it being used. For that to happen evaluation and its underlying design and process have to be credible, timely, and useful. Ultimately, the value of an evaluation lies in it being used. For that to happen evaluation and its underlying design and process have to be credible, timely, and useful.

How complicated does the (Intervention) Model have to be?

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How complicated does the (Intervention) Model have to be?
Even though simple models are incomplete and inadequate for some questions, more elaborate models are not necessarily generating more accurate predictions or explanations of reality.Even though simple models are incomplete and inadequate for some questions, more elaborate models are not necessarily generating more accurate predictions or explanations of reality.