4. Work Programme Highlights

4.1 Evaluation Work

In 2000 we will conduct 24 Evaluations: seven Thematic Evaluations/Studies; three Country Programme Evaluations; and 14 Project Evaluations (See Annexes 2, 3 and 4 for details.). We based our criteria for selection of evaluations for the 2000 Work Programme on our new strategic objectives to produce evaluation outcomes that both respond to the demand of our partners and can be used to improve their overall operational effectiveness. For this reason, we made our choices based on the justification as well as expected outcome for each evaluation provided by our partner.

Thematic Evaluations/Studies-TE/S

We are orienting Thematic Evaluations/Studies to provide the building blocks for revisiting existing or formulating new operational strategy and policy. That is, we view each TE/S as an opportunity to impact IFAD’s policy framework and increase our knowledge on a given issue. For this reason, we have improved the TE/S evaluation process to encourage, by design, the implementation of the action recommendations we generate with our partners. We expect that this action-oriented approach will better serve the objectives of the evaluation process. (See Annexes 2 and 3 for the details of the other TE/S.) We will conduct seven TE/S in 2000, including a TE/S at the corporate level on the performance of IFAD on promoting replicable innovations as part of the Fifth IFAD Replenishment action plan.

Country Programme Evaluations-CPE

OE anticipates that the importance of the Country Strategic Opportunities Paper (COSOP) will increase in the coming years, hence, we have redesigned the CPE to produce findings and recommendations that will serve as inputs into the COSOP development process. A shortcoming was that in the past CPEs could take from between one to three years before completion, therefore we have also reduced the completion time – thus the new instrument will be more timely, leaner and better focused, in addition to being demand-driven and results-oriented. As with the TE/S, the improved CPE engages users and implementers of CPE recommendations up front and facilitates later agreements about adoption and use of the recommendations. In 2000 we will conduct CPEs in three countries: Papua New Guinea; Vietnam (in co-operation with the Country Portfolio Review); and Syria.

Project Evaluations

In 2000 we will conduct 14 project evaluations. This represents a moderate reduction compared to previous years. The reduction is necessary to free up resources for TE/Ss and CPEs that are now considered a priority. The increased demand for Interim Evaluations (IEs) underscores the growing importance of strengthening project design in the transition from one phase to the next. While the IE is mandatory, it is also an opportunity for fundamental performance improvement. As the flexible loan becomes a more popular lending instrument, the demand for evaluation support between programme phases may also increase. We believe that over time the Mid-term Evaluation will increasingly be replaced by the Mid-term Review and become the responsibility of PMD and the Co-operating Institution as well as of the borrower and the implementing agencies. OE also anticipates that in the future, it will not conduct ex-post evaluations, which have yielded scarce results in the past. OE will closely monitor the future demand for IEs and completion evaluations (CEs) to confirm the emerging trends.

Monitoring & Evaluation Systems Support

PMD desires to improve the design and follow-up of project M&E systems and has requested OE’s support in the design, methodology and installation procedures of project M&E systems that meet minimum quality standards. Once a generic system of methodology and tools have been identified, we will assist in adapting the model for regional, sub-regional and country-level use. The programme of M&E systems work in 2000 provides several opportunities to develop, pilot and validate improved methodology at each of these levels. (See Annexes 2 and 3 for details.)

Methodological Work

OE will complete two major methodological studies in 2000:

• Study on Methodology of Performance Assessment. The objectives of the study are to take stock of and record IFAD performance assessment methods, identify additional approaches used by other development organizations and to propose a guiding methodological framework for performance assessment that permits consistency and flexibility in evaluating poverty alleviation interventions. Performance assessment is understood to encompass the concepts of relevance of interventions' objectives, their effectiveness, efficiency, impact and sustainability with respect to poverty alleviation. Such a study will lay the foundation for achieving one of the policy objectives stated in the Plan of Action of IFAD's Fifth Replenishment: "Improve the role and processes related to impact assessment and embark upon a continuous and consistent study of impact on-the-ground".
• Study on Participatory Evaluation Methodologies. The objectives of this study, initiated in October 1999, are to take stock of the range of approaches, methods and tools used by IFAD and other institutions to give project evaluations a stronger participatory dimension; to assess the adequacy of these approaches and methods in different contexts; and to identify good practices.

Partnership with Evaluation Units of other Development Agencies

In 2000 we intend to hold focused meetings with representatives of evaluation units of selected international as well as bilateral organisations. Through these meetings we want to engage and share knowledge on how the evaluation function in development agencies around the world is organised and the purpose other evaluation functions serve.

 Knowledge Management

OE contributes to establish a coherent knowledge management (KM) platform within IFAD. An OE representative is taking part in an inter-departmental KM team that is steering the process and defining IFAD’s corporate KM strategy. OE will also coordinate the Fund’s participation in the Second Global Knowledge Conference, which will be held in Kuala Lumpur in March 2000. IFAD’s contribution towards the Conference will be based on highlighting the importance for the development community to systematically capture, share, and utilize the knowledge and innovations of rural people.

4.2 Policy and Strategy Development

In 1999 we learned that strategy development is not static, nor is it reserved for the leadership. OE intends to review and strengthen our strategy throughout the year. We will review strategic objectives and policy initiatives, as well as our work programme, at mid-year and introduce changes as required. At the end of year, we will review leading indications of our overall programme impact, revise our strategy and conduct the annual programme planning for 2001. We support this annual programme management cycle with weekly team meetings.

OE Reorganisation

"Organisation follows strategy." In line with this principle, in 2000 OE will discuss and define the organisational set-up that is required to support and implement the new OE approach to evaluation.

Dissemination and Communication Strategy (and improvement of EKSYST/IFADEVAL)

OE is committed to communicate the results of its evaluation work to audiences within and outside IFAD. Our Evaluation Knowledge System (EKSYST) makes lessons and recommendations accessible and helps to shape debate about policies and practices. In 2000 OE will develop a strategy for disseminating our evaluation products and expanding communication among the community of users. With the rapid increase in web-based communication and the potential for extending Internet access to most of our partners and the broader development community, we intend to improve the design and functionality of the EKSYST/IFADEVALUATION web site and assess the need and feasibility of other distance learning/exchanges for knowledge instruments.

 Development of Other Strategic Directions

While concentrating on the four strategic priorities mentioned on page 3, OE will define in detail in 2000 and implement the other strategic directions identified in 1999. (See Annex 2 for details.)

Communication/Follow-up/Review of the New Evaluation Process, the New CPE and TE/S

In 1999 we have made process and product improvements that provide opportunities for action learning. We need to discuss them with our Partners and get their feedback. During the coming year, we will experiment with a range of approaches in using these improved products and processes. We plan to monitor the application of lessons learned and recommendations provided and track the degree to which we have made an impact on our partnership.

Review and Development of the Work Programme for 2001

We are committed to evaluating our evaluation programme. Building on this past year’s review, we will again review the 2000 Work Programme: assess its impact in terms of the adoption and use of our evaluation recommendations; learn how to strengthen the process; and identify strategic programme initiatives that will improve our effectiveness in 2001.

 Human Resources

We need to introduce the new Senior Evaluation Officer, Ms Chase Stern-Palmeri, and the new Associate Professional Officer, Mr Mikael Madsen, to their new assignments, and finalise the recruitment of a part-time fixed-term assistant. More attention will be given to OE’s staff training programme to improve on and create competencies and skills that support OE’s new strategy.