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evaluations that matter
Evaluation for Results-oriented Management
Caroline Heider, DIRECTOR GENERAL, INDEPENDENT EVALUATION GROUP
02.20.2017
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Evaluation for Results
What a nerdy subject, what a contentious field… For some, what we do as evaluators seems peripheral, if not irrelevant. But in reality, we are all evaluators, and we evaluate all the time.
To explain how and why, let’s turn to something that we all love. Food!
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Guide Michelin
We all recognize the Guide Michelin as a mark of excellence when it comes to the world of food. As a consumer, a patron, just reflect: when and how do you use the Guide Michelin?
• You rely on it for the credibility of its stars.• You trust it when you want a special meal for a
wonderful occasion. • You know you will have a fantastic evening at any
Michelin star restaurant…
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Guide Michelin
Now think of it from the perspective of the chef, the staff, the restaurant:
• The stress of the assessment• The thrill of competition• The motivation and care to pay attention to every
detail.
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At its heart, the Guide Michelin is an evaluation system…
• Customers value the system: they know what it means and they rely on its credibility. And: they know what they want, and it is more than a plate with food in front of their nose!
• The restaurant, chefs and staff – know what it means. They fear it but also like the challenge of achieving a Michelin star, and it motivates them to pay attention – to monitor and self-evaluate – everything from the quality of the food that’s bought, to the way it is prepared and served, to the attention that guests receive throughout the experience, and the décor of the restaurant. It is not just a plate of food that is served, it is much more!
So what can development institutions like the World Bank Group
or other organizationstake from the Guide Michelin?
Think client satisfaction.
So what can development institutions like the World Bank Group
or the Central Bank of France take from the Guide Michelin?
This is what independent evaluation is about.
Getting and sustaining results requires that we have internal systems to monitor, measure, assess what we do, what the results are, where the bottlenecks lie and constantly learn and adapt. And that is what monitoring, self-evaluation, and independent evaluation is about.
Things we need to deliver as evaluators
Close an information gap Provide a credible source of
information Deliver timely insights
There are more…
Our clients have role to play as well…
Openness and receptivity among colleagues
Active engagement to discuss A willingness to take a step back to
gain new insights
Our shared goalTo serve our clients better
EvaluatorsThe organizations and projects we
evaluate
So back to our example of the Guide Michelin.
What can we in development learn from Guide Michelin?
It is important that the system works, because it incentivizes internal monitoring and evaluation systems. The maître d’, who
monitors that the waiters have laid the tables, the sous-chef who makes sure the kitchen help has done whatever
preparations are needed for the day. And, the chef who samples the food, evaluates whether it meets expectations and serves
the reputation of his/her establishment. All contribute to making the system function and deliver the right results.
The same is true for the development community
It is essential that there is a culture and a system to pay attention, observe, track and record progress, fix problems as they arise, and step back at the end and reflect on what we
have created. Independent evaluators play a key role but they cannot deliver on all of that. On the contrary: this kind of reflection and care for ongoing operations comes out of a
commitment to quality and delivery of results. Our evidence shows that a functioning self-evaluation – from start to finish –
is an essential factor of success.
evaluations that matter
Evaluation for Results-oriented Management
Caroline HeiderINDEPENDENT EVALUATION GROUP
ieg.worldbankgroup.org