ACTION PLAN TO STRENGTHEN THE EVALUATION FUNCTION
In recent months there has been a wide consultation within EuropeAid and
with our key partners, supported by consultants in uptake and learning, to see
how far the evaluation function is fit for purpose, meeting needs, and ensuring
evaluations are useful and timely. The adoption by senior management of the
document “Evaluation matters – the evaluation policy for European Union
development co-operation” is a strong signal of the importance attached to
evaluation, and in particular to the need to build the knowledge derived from
lessons learned into all new proposals (the “evaluation first” principle).
This action plan summarises the response to the concerns expressed, and
marks a major commitment to evaluation, developing and driving a strong
culture of accountability and learning, and using objective evidence to enhance
our policies and practice.
We live and work in an increasingly complex world, where the sharing of
knowledge is key to facing today’s challenges. This is why we plan to increase
the use of joint evaluations in our activities and to facilitate a transparent
approach to evaluation results.
A.
Strengthening the evaluation culture
While some Delegations and services have followed their own clear strategy in
relation to evaluation, others perceive evaluation as an externally-imposed
control.
The Evaluation Unit has therefore established a network of evaluation
correspondents to facilitate the exchange of experience and information within
the organisation. The role of the evaluation correspondent should be reflected
formally as part of his/her job description. Correspondents from all Delegations
and HQ directorates have access to a platform of debate and comment.
The Unit will prepare a structured approach for training courses, and will track
attendance at the courses, together with participation in reference groups and
management of evaluations, so that we have a skills map of the DG.
There are also external aspects to our efforts, involving strengthening local
capacity for evaluation, and working more closely with all our partners in the
field, avoiding overlap and sharing evaluation results on a systematic basis.
We also plan to arrange a series of open meetings concerning evaluation in the
framework of the European Year of Development and the International Year of
Evaluation, in 2015.
B
Offering a range of products more adapted to evaluation needs
We recognise a widespread perception that evaluations are sometimes
lengthy, costly and poorly timed. It is also clear that there has been a lack of
contact between the Delegations, HQ services and the Evaluation Unit on how,
when and what to evaluate.
The multi-annual and annual planning of evaluations offers a key opportunity
to develop evaluation plans which are complementary and meet needs in
terms of timing and levels of information. The table at annex 1 is to be used as
a guide in diversifying the range of products which constitute or are based on
evaluation material. While not compromising on the key principles and
procedures for evaluation, it will help to ensure that robust evaluation
conclusions are used more widely and in a more relevant way.
The Evaluation Unit will strengthen co-ordination with evaluation services in
other DGs, notably ECHO and ELARG, as well as EEAS, in order to encourage
direct co-operation, avoid overlap and share evaluation results.
C.
Increasing 'ownership' of evaluations
Strategic evaluations: In the period 2007-2013, there was little regular contact
with the services in relation to strategic evaluations.
The introduction of a rolling five-year programme from 2014, and of objective
criteria for the planning of country strategy evaluations, should help to remedy
this. Beginning with the preparation of the 2015-2019 programme, we will
undertake a structured annual dialogue with the services, which will improve
awareness and understanding of the strategic evaluation programme and also
ensure co-ordination of evaluation planning throughout the organisation.
We will also examine ways to take EEAS concerns more systematically into
account.
Project/programme evaluations: better co-ordination of evaluation plans will
help Delegations and services to understand how their own evaluation plans fit
into the wider picture. Better co-ordination of evaluation activities with our
partners in the field is a key part of the new approach.
D.
Clarifying roles
The consultations have helped us to identify several areas where roles and
procedures should be clarified or improved.
As a priority, the Unit will reach agreement with colleagues in EEAS on
procedures to be followed in order to ensure that evaluations are well known
and used in EEAS. The Unit will provide clear guidance to Delegations and
services on the preparation of multi-annual and annual evaluation plans. The
role of evaluation correspondents is being set out in more detail. The mission
statements of HQ units will be reviewed to see if clarification is needed.
E.
Reinforcing procedures
Discussions have shown that we need to tighten up the procedures both for
programming and for financing decisions, to make sure the 'lessons learnt' part
is done properly.
We will therefore ensure that proper guidance is given in the instructions
issued for policies, programmes and financing decisions (annual action
programmes) to support the quality of new proposals.
F.
Increasing the use of evaluations
On finalisation of each new evaluation, a plan for knowledge brokering and
communication will be set out, to ensure that opportunities are taken to draw
the results to the attention of relevant stakeholders, and ensure uptake of the
recommendations. The Unit will prepare a template for these plans.
Exercise
Strategic
evaluations
Scope / Focus
Timing
Geographic
(Country/Region)
(NB possibility to
update a countrylevel evaluation in
some cases)
Thematic / Sector
Main Learning Purpose / user
To inform senior management
strategic choices on
programming and policy
definition
Ex-post
Aid
modality
Responsible
Evaluation
Unit
Duration
Between 12-24
months
To inform senior management
strategic decisions on corporate
issues
Corporate issue of
strategic
importance
(joint) Country
Sector Evaluation
Project &
Programme
evaluations
interventions in a
specific sector at
country level
Specific Project /
Programme
Synthesis of
Projects within a
project/programme
country
evaluations
Reviews
Meta-Evaluations
Programme and
strategy at
country level
Ex-Post
To inform sector manager on
future sector orientations in a
specific country
To inform and improve onMid-Term
going project & programme
Evaluation
management
Final / exTo inform new or follow-up
post
project & programme design
evaluations
(For smaller countries not
covered by strategic
Ex-post
evaluations) Overview of
implementation
Operational
Between 6-12
services / EUD months
Operational
Up to 1 – 2
services : HQ
months
Units & EUDs
EUD
Up to 6 months
Operational
Mid-Term / To inform decision making and services
Final
support portfolio management Evaluation
Unit
Up to 6 months
To provide overview of
evidence and detect any trends
drawn from analysis of a
number of evaluations on a
similar issue
Up to 6 months
na
Operational
services
Evaluation
Unit