How to Build M&E Systems to Support Better Government How to ...

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HOW TO BUILD M&E SYSTEMS TO SUPPORT BETTER GOVERNMENT 81 PART V—REMAINING ISSUES 83 14 Frontier Issues 89 15 Concluding Remarks 91 PART VI—Q&A: COMMONLY ASKED QUESTIONS 103 Annexes 105 A: Lessons on How to Ensure Evaluations Are Influential 109 B: A Country Diagnosis—The Example of Colombia 129 C: Terms of Reference for an In-Depth Diagnosis of Colombia’s M&E System 133 D: Evaluation of IEG’s Support for Institutionalizing M&E Systems 137 E: Glossary of Key Terms in M&E 145 Endnotes 151 Bibliography iv
Foreword Since its creation in 1973, the World Bank’s Independent Evaluation Group (IEG)—formerly known as the Operations Evaluation Department—has supported the efforts of governments in developing countries to strengthen their monitoring and evaluation (M&E) systems and capacities. Over this period, IEG has accumulated considerable experience in this topic in a wide range of countries and public sector environments. In 1998, IEG initiated a series of working papers and other publications on this topic to document and to help disseminate these lessons. These publications are available on the IEG Web site: http://www.worldbank.org/ieg/ecd. The very high interest in this topic is reflected in the high level of readership of these publications—the Web site alone attracts more than 110,000 visitors each year, and it accounts for a substantial proportion of IEG’s total readership. IEG’s publications on this topic document good practice and promising practice country systems for M&E. They also include diagnostic guides, country diagnoses, examples of highly influential evaluations, and didactic material on M&E tools and impact evaluation, among other things. In this context, the purpose of this volume is to synthesize and digest for readers this body of knowledge. Part I of this volume starts by focusing on exactly what monitoring and evaluation has to offer to governments. It endeavors to clarify the substance underlying the rhetoric. A brief primer on M&E is provided (chapter 2), together with a discussion of the specific ways in which monitoring information and evaluation findings can and have been used to improve government performance, such as in support of budget decision making (chapter 3). It is argued that utilization of M&E information is a necessary condition for the effective management of public expenditures for poverty reduction—in other words, that M&E is necessary to achieve evidence-based policy making, evidence-based management, and evidencebased accountability. This is why most of the member countries of the Organisation for Economic Cooperation and Development—the richest countries in the world—place considerable emphasis on having and using M&E information in support of sound governance. Some of the key trends influencing countries to give higher priority to M&E are also discussed (chapter 4). Part II focuses on the experience of several countries that have succeeded in building a well- v
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9 The Special Case of Africa The ex
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9: THE SPECIAL CASE OF AFRICA Box 9
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9: THE SPECIAL CASE OF AFRICA Possi
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PART III LESSONS Many developed and
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III: LESSONS Box 10.1: Elements of
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III: LESSONS group of key ministers
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III: LESSONS possess several such s
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III: LESSONS for sharing M&E inform
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III: LESSONS over the outputs of th
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III: LESSONS Table 11.1: Incentives
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12 The Importance of Country Diagno
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12: THE IMPORTANCE OF COUNTRY DIAGN
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13 Preparing Action Plans Acentral
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13: PREPARING ACTION PLANS Table 13
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PART V REMAINING ISSUES Part V maps
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V: REMAINING ISSUES Box 14.1: Stren
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V: REMAINING ISSUES to be some impo
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15 Concluding Remarks The focus of
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PART VI Q&A—Commonly Asked Questi
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ANNEX A: LESSONS ON HOW TO ENSURE E
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ANNEX A: LESSONS ON HOW TO ENSURE E
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ANNEX D: EVALUATION OF IEG’S SUPP
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IEG’s Evaluation Capacity Develop
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