CEF Annual report 2021

18 CEF BUSINESS REPORT 2021
OUR APPROACH TO LEARNING 19
Monitoring, Evaluation and Learning
We frame the scope of activities and set priorities in our annual
learning and knowledge-sharing program. We develop project-related
results frameworks, internal change initiatives as well as specific
objectives for each activity.
To demonstrate the value we create, we use a wide
range of quantitative indicators, such as participation
statistics and surveys from our events, complemented
by qualitative information gathered in exchange with the
key stakeholders.
In promoting a learning culture, we value open and direct
feedback, and develop processes to loop the lessons
learned back into improving our daily work and reviewing
our strategic direction. We pay special attention
to unaddressed learning needs, opportunities for knowledge
sharing, and how new knowledge is applied.
We link our annual performance plans to the above
mentioned priorities at the institutional, team and personal
levels. As part of monitoring the risks, we regularly
reassess these targets and decide whether any mitigation
is needed. We do that also by nurturing the co-ownership
of the targets that we set.
To collect feedback, we use a range of tools and opportunities
through carrying out evaluation surveys after the
events, gathering experts’ reports on their CEF missions,
capturing value creation stories about behavioral changes,
and promoting structured evaluation conversations.
In 2021, we continued with frequent consultations with
key officials from our constituency and governing bodies
as well as other partner institutions. This helped us gain
a deeper understanding of individual learners’ motivation.
They also proved to be of great support when developing
our strategic document.
It is also important to note that the highest value lies in
our staff who are highly result-oriented. By implementing
a continuous performance management system, we aim
to get better alignment with our mission, increase transparency,
ownership and effectiveness, and reduce the
duplication of efforts.
RISK MANAGEMENT
Our risk management process supports decision-making
and planning, increases managerial
accountability, and ultimately leads to
greater efficiency and effectiveness. It also
improves service quality and supports the
ongoing change management efforts that the
CEF needs to undergo to thrive as a learning
organization. The protracted pandemic further
increased the importance of risk management.
We have additionally considered the challenges
related to staff well-being and engagement,
and the operational risks stemming from extended
periods of teleworking.
Other preventive measures to foresee and mitigate
the consequences of Covid-19 related
risks addressed:
• policies and procedures
• facilities, supplies and finances
• learning and training
• communication and messaging
All of them were evaluated in the context of our
working environment and external factors.