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Apr 07, 2024 459 likes •590 views

Managing evaluations for influence - beyond utilization - focused evaluation Uganda Evaluation Week 2014 Kampala, Uganda May 21, 2014 Alexander Erich (Evaluation Officer, GIZ) Seite 1 A. Introductory remarks New M+E Policy of GIZ

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Managing evaluations for influence - beyond “utilization-focused evaluation”

Uganda Evaluation Week 2014 Kampala, Uganda May 21, 2014 Alexander Erich (Evaluation Officer, GIZ)

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A. Introductory remarks
New M+E Policy of GIZ (January 2014) offers huge
pportunity for innovation, since ‚nuts and bolts‘ of

M+E instruments are still work in progress

Key question: How can evaluations be managed to

maximise their potential for influencing policy, programming and implementation?

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A. Introductory remarks (2)
Management…
…is what managers do!
…comprises planning, organizing, staffing, leading

and controlling an organization or initiative (Wikipedia)

…is the transformation of resources into utility (F.

Malik)

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A. Introductory remarks (3)
Evaluation management…
…encompasses several functions, including

planning, organizing, staffing, coordinating and controlling of evaluations

…is directed at achieving the objectives of the

evaluation

…is thus more than procurement and administration
…is largely undertheorised in the literature

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B. Utilisation and influence
First things first - utilisation of evaluation findings is

the precondition for evaluations to be influential

The starting point for „Utilization-Focused

Evaluation“ (UFE) (M. Patton) are thus identifying „intended uses by intended users“

But identifying users and uses is not a „magic

bullet“ - evaluation management must be geared towards and actively take steps to promote use of evaluations

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B. Utilisation and influence (2)
UFE is based on a linear logic regarding the

formulation of evaluation objectives

UFE does not sufficiently take into account

complexity and embeddedness of evaluations in political, institutional and cultural contexts

Instead, a systemic understanding of the role

evaluations can play in bringing about change is required (theory of change for evaluations)

From “planning intended use” to “enhancing

potential influence”

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B. Utilisation and influence (3)
Research indicates that high quality of evaluative

evidence is not enough to stimulate use (Johnson et al 2009, Innvaer et al 2002)

Stakeholder involvement in evaluation process is

key.

But additional considerations are needed (e.g.

good timing, effective communication, political climate)

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C. Towards influential evaluation management
Analyse context factors, including
…stakeholder interests
…politics
…institutional structures
…organisational (evaluation) culture
…and others?

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C. Towards influential evaluation management (2)
Managerial decisions in regard to
…stakeholder participation
…governance structure
…role of evaluators
…timing
…budget
…and others!

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4. Towards influential evaluation management (3)
Approaches and tools, such as
…various evaluation designs and methodologies
…advisory groups
…dialogue and communication formats
…and many others more!

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C. Towards influential evaluation management (4)

Context factors Managerial decisions Approaches and tools

stakeholder interests
political processes
institutional processes
organisational culture
governance structure
stakeholder participation
role of evaluators
timing and budget
design and methodology
advisory groups
communication formats

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