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Building evaluation capacity: the international experience 评价能力建设:国际经验
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Building evaluation capacity: the international experience 评价能力建设:国际经验

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J. Scott Bayley-Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 11, 2008

J. Scott Bayley-Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center; 200 Panlong Road-Shanghai, October 11, 2008

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  • 1. Building evaluation capacity: the international experience 评价能力建设:国际经验 Shanghai International Program for Development Evaluation Training Asia-Pacific Finance and Development Center 200 Panlong Road-Shanghai, October 11, 2008 J. Scott Bayley
  • 2.
    • J. Scott Bayley
    • Evaluation Specialist - Operations Evaluation Department Asian Development Bank
    • 6 ADB Avenue, Mandaluyong City
    • 1550 Metro Manila, Philipines
    • sbayley@adb.org; www.adb.org /evaluation
    Dadang Solihin Indonesia Delegation Shanghai International Program for Development Evaluation Training
  • 3. Overview 概览
    • What is evaluation capacity building (ECB)?
    • Why do it?
    • Strategies for ECB
    • International examples
    • What works? – emerging themes
    • 1. 什么是评价能力建设( ECB )?
    • 2. 为什么要进行评价能力建设?
    • 3. 评价能力建设的策略
    • 4. 国际实例
    • 5. 什么起作用? - 新出现的主题
  • 4. What is ECB? 定义
    • The UNDP (2002) defines capacity as the ability of people, institutions and societies to perform functions, solve problems, and achieve their goals.
    • 联合国开发计划署( 2002 )将 能力 定义为人、机构和社会履行职能、解决问题并实现目标的能力。
    • ECB refers to activities and initiatives taken to mainstream a regime that supports the ongoing production and use of evaluations .
    • ECB 是指为使支持持续生产和使用评价的机制成为主流而采纳的活动和倡议。
  • 5. Why do it? 进行评价能力建设的原因
    • Governments and organizations build evaluation systems because they believe such systems will help them to improve their means and methods of governance.
    • 政府和组织建立评价体系,是因为他们相信这种体系能帮助他们改进管理的手段和方法。
    • In particular …
    • 尤其是…
  • 6. Why do it? ...
    • … ECB can be used to support:
    • Planning & policy making
    • Program management
    • Resource allocations, budgeting
    • Government control, coordination
    • Accountability
    • Participation by civil society.
    • … ECB 能被用来支持:
    • 规划及政策制定
    • 计划管理
    • 资源配置,预算管理
    • 政府控制,协调
    • 问责
    • 民间社会的参与
  • 7. What is successful ECB? 什么才是成功的 ECB ?
    • The production of appropriate quality evaluations
    • A high level of utilization of evaluation findings
    • Country/agency ownership
    • Sustainability over time as governments & officials change.
    • 产生恰当的高质量的评价
    • 评价成果应用很广泛
    • 国家 / 机构所有
    • 随着政府和官员的换届,可以持续下去
  • 8. Strategies for ECB 评价能力建设的策略
    • 1 . Whose capacity and for what purpose?
    • Legislatures
    • Federal/state governments
    • Sectors, eg. health, education, water, agriculture, justice
    • Agencies that commission and fund evaluations
    • 1. 能力建设的对象是谁?目的何在?
    • 立法机关
    • 联邦 / 州政府
    • 各个行业部门,如卫生、教育、水资源、农业、司法
    • 委任并资助评价的机构
  • 9. strategies for ECB …
    • Individual evaluation practitioners and networks
    • Those who use the results of evaluations to help guide their policy making and management activities, govt agencies, donors, NGOs
    • 个体评价从业人员和评价网络
    • 用评价结果来指导政策制定和管理活动、政府机构、捐赠者、非政府组织的个人
  • 10. strategies for ECB …
    • Groups affected by the programs being evaluated
    • General public, the academic community, civil society.
    • 受被评价的项目影响的团体
    • 一般大众、学术界、公民社会
  • 11.
    • 2. Diagnostics
    • current practices
    • politics of reform
    • desired functioning
    • 2. 诊断
    • 当前做法
    • 政治改革
    • 理想的运作
    strategies for ECB …
  • 12.
    • Current practices
    • - existing M&E activities, institutional capacities, current policies and systems, linkages to planning and budgeting
    • 当前做法
    • - 现有的监测与评价活动、机构能力、当前的政策和体系、与规划和预算的联系
    strategies for ECB …
  • 13.
    • Politics of reform
    • - drivers for change, supporters and opponents of reform, resources, incentives
    • 政治改革
    • 变革的推进器、改革的支持者与反对者、资源、激励
    strategies for ECB …
  • 14.
    • Desired functioning
    • - intended users and uses, supply and demand factors
    • 理想的运作
    • - 目标使用者和用途、供需因素
    strategies for ECB …
  • 15.
    • 2. Diagnostics 诊断
    X
  • 16. strategies for ECB …
    • 3. Tactics 策略
    • Overseas fact finding tours
    • Training workshops for practitioners
    • Production of policy and operational manuals, evaluation plans
    • Legislation/regulation
    • 海外实况考察
    • 对从业人员进行培训
    • 制定政策和操作手册、评价计划
    • 立法 / 监管
  • 17. strategies for ECB …
    • Identify and work with powerful champions of reform
    • Link ECB to other popular reforms
    • Actively manage the change process - ECB develops over time and in stages
    • 识别强大的改革拥护者,并与之一起工作
    • 把评价能力建设和其它流行改革联系在一起
    • 积极管理变革流程
    • - 按时间分阶段进行评价能力建设
  • 18. strategies for ECB …
    • Incentives: 激励办法
      • the example set by leaders, rewards, education and information, practical support, link evaluation to budgeting, commands, penalties
      • 领导树立的榜样、奖励、教育和信息、实际支持将评价和预算、指挥控制、惩罚联系起来
    • Incentives to increase demand and use
    • 增加需求和使用的激励办法
    • Incentives to reduce perceived costs and increase benefits within agencies (eg. guarantee of no job losses or budget cuts)
    • 在机构内减少成本和提高效益的激励办法(例如,保证不裁员或不削减预算)
  • 19. strategies for ECB …
    • Training to raise awareness of those who might demand evaluations to enhance service quality; NGOs, consumer advocates, media
    • L/T partnerships and joint evaluations for skill transfer/learning
    • 培训以提高要求通过评价来提高服务质量的人的意识;非政府组织,消费者权益倡导者,媒体
    • 技能转移 / 学习的 L/T 合作关系和联合评价
  • 20. strategies for ECB …
    • Train the trainer (to provide on the job training to practitioners)
    • Hold managers accountable for learning/making improvements
    • Capitalize on existing demand and windows of opportunity.
    • 培训师培训(对从业者进行在职培训)
    • 责成管理人员学习 / 改进
    • 利用现有需求和机会
  • 21. International examples 国际范例
    • First wave, 60s & 70s
    • 第一波: 1960s & 1970s
    • USA 美国
    • Canada 加拿大
    • Sweden 瑞典
  • 22. examples… 范例…
    • Second wave, 80s & 90s
    • 第二波: 1980s & 1990s
    • Australia 澳大利亚
    • New Zealand 新西兰
  • 23.
    • Third wave, mid 90s+
    • 第三波: 1990s 中期及以后
    • Uganda 乌干达
    • Chile 智利
    • Columbia 哥伦比亚
    examples…
  • 24. examples…
    • Ireland 爱尔兰
    • Bangalore, India. 印度 班加罗尔
  • 25. What works? – emerging themes 有效办法——新出现的主题
    • ECB is a political activity with technical implications.
    • and not vice versa!
    • ECB is about organizational change
    • ECB creates winners and losers - which means supporters and opponents.
    • 1. ECB 是一件带有技术含义的政治活动。
    • 倒过来并不成立!
    • ECB 说的是组织变革
    • ECB 有成功者也有失败者
    • - 也就是说,既有人支持,也有人反对
  • 26. emerging themes…
    • 2. Start with good diagnostics.
    • local context and history matter!
    • aim to build upon local strengths and target functional needs rather than ‘correcting’ deficiencies.
    • 2. 从良好的诊断开始
    • 当地背景和历史很重要!
    • 旨在整合当地优势,目标对准功能性需求,而不是“纠正”缺陷。
  • 27. emerging themes…
    • 3. Building and capitalizing on demand is the key.
    • 借助并利用需求是关键
    • seek to match the supply of evaluations to current demand, build demand over time
    • 努力将评价的供给和当前的需求匹配起来,逐步建立需求
    • attempting to force the creation of an evaluation culture through legislation or a supply side push simply doesn’t work
    • 试图通过立法机关来建立一个评价文化,或者供给方单方面的推动并不起作用
    • the availability of evaluation skills is not a key limiting constraint, use contractors if need be.
    • 是否具备评价技能并不是一个关键的限制因素,必要时可使用合同工。
  • 28. emerging themes…
    • 4. Institutionalize evaluation in a way that aligns supply to demand.
    • 以供需搭配的方式将评价制度化
    • the evaluation function needs to be located (or anchored) where the demand and users are
    • 评价职能需要设在有需求和用户的地方
    • we have a matrix arrangement to support accountability in government. Evaluation would benefit from a similar approach.
    • 我们有矩阵安排来支持政府的问责制。评价将受益于类似方法。
  • 29. emerging themes…
    • 5. Learn from others but avoid best practice models.
    • 向他人学习,但是避免最佳实践模型
    • different countries/agencies have different starting points, constraints & aspirations
    • 不同的国家 / 机构有不同的出发点、限制和热望
    • search for adaptable ideas, not blueprints for reform
    • 寻找适合的想法,而不是改革的蓝图
    • Cautious evolving experimentation is the way to go - ECB is not a linear process.
    • 谨慎地不断实验才是正确做法
    • - 评价能力建设的过程是曲折的
  • 30. emerging themes…
    • 6. ECB is a long term process
    • 评价能力建设是一个长期过程
    • 5 to 10 years for agencies in more developed countries
    • 比较发达的国家的机构需 5 至 10 年
    • 10 to 20 years in developing countries
    • 发展中国家的机构需 10 至 20 年
    • political and organizational interest in evaluation is cyclical - ECB is ongoing, not a “one time” event.
    • 政治和组织对评价的兴趣非常重要
    • - 评价能力建设是一个持续的过程,非“一次性”事件。
  • 31. Summary 小结
    • What is evaluation capacity building (ECB)?
    • Why do it?
    • Common strategies for ECB
    • International examples
    • What works? – emerging themes
    • 1. 什么是评价能力建设( ECB )?
    • 2. 为什么要进行评价能力建设?
    • 3. 评价能力建设的常见策略
    • 4. 国际实例
    • 5. 什么起作用? - 新出现的主题
  • 32. B ibliography 参考书目 : Abonyi, George. 2002, Toward a Political Economy Approach to Policy-based Lending . ADB. Boyle, Richard, and Donald Lemaire, eds. 1999, Building Evaluation Capacity . New Jersey: Transaction Publishers. Mackay, Keith. 2007. How to Build M&E Systems to Support Better Government . World Bank.
  • 33. Thank you! 谢谢!
  • 34. www.dadangsolihin.com
    • Beside working as Assistant Professor at Graduate School of Asia-Pacific Studies, Waseda University, Tokyo, Japan, he also active as Associate Professor at University of Darma Persada, Jakarta, Indonesia.
    • He got various training around the globe, included Shanghai International Program for Development Evaluation Training (2008) , Public Officials Capacity Building Training Program for Government Innovation, Seoul –Korea (2007), Advanced International Training Programme of Information Technology Management, at Karlstad City, Sweden (2005); the Training Seminar on Land Use and Management, Taiwan (2004); Developing Multimedia Applications for Managers, Kuala Lumpur, Malaysia (2003); Applied Policy Development Training, Vancouver, Canada (2002); Local Government Administration Training Course, Hiroshima, Japan (2001); and Regional Development and Planning Training Course, Sapporo, Japan (1999). He published more than five books regarding local autonomous.
    • You can reach Dadang Solihin by email at dadangsol@yahoo.com or by his mobile at +62812 932 2202
    Dadang Solihin currently is Director for Regional D evelopment Performance Evaluation at Indonesian National Development Planning Agency (Bappenas). He holds MA degree in Economics from University of Colorado, USA. His previous post is Director for System and Reporting of Development Performance Evaluation at Bappenas. Dadang Solihin’s Profile