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Evaluating Country Programmes
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Box 5.3. Design of country strategies to enhance
Distinction between the aims of the institution and the country: related but
separate targets and indicators need to be developed in the strategy (i.e. the institution
aims to increase the proportion of the population with access to clean drinking
water, whilst the country aims to decrease infant disease and mortality from
water-borne infection).
Specificity of indicators: the need for specific, distinct and precise outcomes
that are quantifiably measurable and avoid uncertainty and debate.
Regular availability and comparability of indicators: indicators need to be
available at least annually and comparable over time.
Participatory indicators: agreement should be reached with clients on the
choice, measurement and appropriateness of indicators to ensure ownership of the
process by the clients.
– A set of clearly defined objectives.
– Performance benchmarks and indicators that will enable the assessment of
whether these goals and strategic objectives are being met.
– A list of activities or business plan which can be monitored using the performance
indicators.
The IDB has prepared a list of twenty-five questions to be used in determining
whether a strategy can be evaluated. The “evaluability” profile focuses on the strategic
goal and operational objectives of the strategy; developmental challenges
facing the country, consultative processes, risks of the strategy, linkages and lessons
learned. Determining whether or not a strategy meets these “evaluability” criteria
is a relatively easy, low-cost and straightforward process to determine quality
and focus at the outset of the strategies (see Box 5.4).
At the outset of a CAE, institutions should attempt to determine the evaluability of strategies
for a country before deciding whether the logical framework approach may be used.
Monitoring and forward-looking self-evaluation
The World Bank study, Country Assistance Strategies: Retrospective and Outlook,
advances that increased monitoring of progress and forward-looking self-evaluation
are also an important element of strategy preparation. This can not only strengthen
the strategy and programme process, but it can also help to make adjustments in
the Bank’s lending and non-lending programmes as circumstances in the country
change. Work is underway to develop a framework whereby monitoring and
OECD 1999