evaluation of the results-based approach and m&e of finnish development cooperation...
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Evaluation of the Results-Based Approach and M&E of Finnish Development Cooperation Interventions
Prepared by
Ministry for Foreign Affairs of Finland
Purpose of the evaluation
• To deepen the understanding of the results-based approach and management requirements
Overall Objective
• Desk study• Review of project
documentation and interviewsScope
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Methodology
From TOR to Evaluation Framework
Topic list of interview questions
Staff survey76/120
Management survey10/18
Document review checklist
Rating assessment of 17 projects
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RBM Conceptual framework
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Strategic Results Framework• Priorities•Objectives• Strategy
Credible measurement & analysis•Measure & assess results•Assess contribution to strategic objectives
Programme Results Framework•Results chain/theory of change•Align with strategic framework•Performance indicators
Credible performance reporting•Relevant, timely & reliable reporting
Use results to improveperformance•Adjust the programme•Develop lessons & good practices
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How to manage
for results
Reporting on performance
against expectations
Deliberately learning from evidence and
analysis
Understanding the theory of
change
Setting out performance expectations
Measuring and analysing results & contributions
to outcomes
Developing a culture of results
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An organisation with a results culture…
Engages in self-reflection
& self-examination
Engages in results-based
learning
Encourages experimentation
& change
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Factors that help build such a culture
Demonstrated senior management leadership and commitment Informed demand for results informationA results-oriented accountability frameworkSupportive organizational systems, practices and proceduresResults measurement and results management capacityA capacity to learn and adapt
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Findings and recommendations
Finding 1There is no statement or document guiding the adoption of results-based management for the MFA.
Recommenda
tion 1
A formal approach should be established for adopting results-based management.It should set out principles, objectives and accountability
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Finding 2Policy documents do not contain a strategic results framework
Recommenda
tion 2
Develop a SRF with clear objectives to guide regional and country strategies
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Finding 3Planning is methodical and systematic but lacks clear outcomes and indicators at country level
Recommenda
tion 3
Reorganise country-level planning with measurable objectives and indicators
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Finding 4Despite clear and comprehensive guidelines, good standards of project design are not consistently applied.
Recommenda
tion 4
Improve quality by:a) Accessible guidelines & checklistsb) Provide good practice examplesc) Apply to all interventionsd) More effective QA
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Finding 5The Monitoring, Reporting & Evaluation system is established but lacks added-value
Recommenda
tion 5
Redesign reporting to be more analytical at 3 levels:a) Project reporting & the supervisory boardb) Semi-annual reporting by embassiesc) Unit scorecards
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Finding 6Meta-analysis by EVA-11 has scope to consolidate evaluation findings
Recommenda
tion 6
This should be continued with more analysis of trends of performance
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Finding 7Management culture is risk averse and makes little use of past results to set policy
Recommenda
tion 7
Improve institutional culture[Build on new HR policy]
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Finding 8HR systems lack incentives for delivering results
Recommenda
tion 8
[Build on new HR policy]Train managers to be more effective in RBM
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Finding 9Information management is inadequate for document retrieval and comparative analysis
Recommenda
tion 9
Improve information management to enable analysis of performance
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The End