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External Evaluation of EFI –Interim Report<br />Markku Kanninen (chair)<br />Ann Bartuska<br />Tamas Marghescu<br />Heike ...
Outline<br />Purpose of the external evaluation<br />Scope<br />Interim Report – Early Findings<br />Next Steps<br />
External Evaluation – Purpose, Scope<br />Purpose<br />An overall assessment of EFI as an international researchorganisati...
Interim Report – Contents<br />Comparative advantage of EFI in research and science<br />EFI as an international organizat...
Comparative advantage of EFI in research and science (1)<br />EFI is a credible source of research and analysis<br />Futur...
Comparative advantage of EFI in research and science (2)<br />Rebuilding EFI’s overall research program:<br />Only few str...
EFI as an international organization – challenges and opportunities (1)<br />EFI is a dynamic organization with committed ...
EFI as an international organization – challenges and opportunities (2)<br />Ownership and governance<br />“original membe...
Regionalization<br />The creation of Regional Offices (RO’s) provides significant opportunity to increase the capacities, ...
Funding and fund raising<br />Funding unbalanced (28% “core”, 72% “projects”)<br />Long-term strategies at risk, danger of...
Policy Services branch<br />Delicate balance between research, policy support, and advocacy<br />Credibility is one of the...
Strategic partnerships<br />EFI’s strength<br />Network of Regional Offices, Associate Members, Affiliate Members, and oth...
Organizational framework and infrastructure<br />Clarify the roles of Board, Scientific Advisory Board, Council, and other...
Working conditions and staff issues<br />EFI staff is highly motivated and committed<br />Atmosphere, location, infrastruc...
Next Steps<br />Expected feedback from EFI Annual Conference<br />Correction of factual errors and misunderstandings<br />...
Thank you<br />
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External Evaluation of EFI – Interim Report

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Transcript of "External Evaluation of EFI – Interim Report"

  1. 1. External Evaluation of EFI –Interim Report<br />Markku Kanninen (chair)<br />Ann Bartuska<br />Tamas Marghescu<br />Heike Neumann<br />EFI Annual Conference,<br />Dresden, September 15, 2010<br />
  2. 2. Outline<br />Purpose of the external evaluation<br />Scope<br />Interim Report – Early Findings<br />Next Steps<br />
  3. 3. External Evaluation – Purpose, Scope<br />Purpose<br />An overall assessment of EFI as an international researchorganisation<br />Focus in strategic issues related to EFI’s future development<br />Scope of the evaluation<br />Research<br />strategy, priority setting and relevance, quality and impact <br />Advocacy<br />Networking <br />Information<br />Management and research support <br />administration and communication <br />Funding and fund raising<br />
  4. 4. Interim Report – Contents<br />Comparative advantage of EFI in research and science<br />EFI as an international organization – challenges and opportunities<br />Regionalization<br />Funding and fund raising<br />Policy Services branch<br />Strategic partnerships<br />Organizational framework and infrastructure<br />Working conditions and staff issues<br />
  5. 5. Comparative advantage of EFI in research and science (1)<br />EFI is a credible source of research and analysis<br />Future research activities of EFI should focus on filling gaps in data, integration and up-scaling of databases and addressing research questions on Pan-European level that cannot be solved by individual member states or research institutes alone<br />
  6. 6. Comparative advantage of EFI in research and science (2)<br />Rebuilding EFI’s overall research program:<br />Only few strategic topics carried out through a small number of institution-wide research programs (HQ, RO’s, members, partners)<br />Research programs should be more interdisciplinary<br />Outreach as an integral part of research – linking research to policy<br />Encourage innovation and creativity<br />Improve processes of selecting and prioritizing topics for research<br />
  7. 7. EFI as an international organization – challenges and opportunities (1)<br />EFI is a dynamic organization with committed staff, a supportive Board, SAB, and with much potential within the European research and policy community<br />After becoming an international institution in 2005, have dramatically changed EFI’s situation and likely future<br />EFI’s identity - a challenge: EFI and all its stakeholders (Council, Board, management, researchers, support staff, etc.) should clarify all the issues related to the institution’s identity e.g. by strategic planning exercises<br />
  8. 8. EFI as an international organization – challenges and opportunities (2)<br />Ownership and governance<br />“original members” – member organizations<br />Research network<br />“international organization” - member countries <br />Interest in EFI weak – levels of funding low<br />Is totally new institutional strategy needed?<br />Increased need to collaborate and network with other credible research organizations in Europe, and potentially with innovative and excellent (international) organizations outside Europe<br />
  9. 9. Regionalization<br />The creation of Regional Offices (RO’s) provides significant opportunity to increase the capacities, competences and visibility of EFI in Europe<br />The development of the RO’s has been ad-hoc, too fast, and non-transparent<br />Legal basis of RO’s not solved<br />Put on hold the established and functioning of any RO’s until a host-country agreements have been signed<br />Strategic role of RO’s – are all RO’s necessary?<br />Governance – incorporate RO’s into EFI governance<br />
  10. 10. Funding and fund raising<br />Funding unbalanced (28% “core”, 72% “projects”)<br />Long-term strategies at risk, danger of becoming “donor driven”<br />Member countries, special arrangements<br />Making the use of indicators of financial health<br />Improvements risk assessment and management<br />Increased strategic fundraising needed<br />“EFI’s Innovation Fund”<br />Specific funds to boots innovation and collaboration<br />
  11. 11. Policy Services branch<br />Delicate balance between research, policy support, and advocacy<br />Credibility is one of the most valuable assets of EFI<br />Policy support has to be combined & integrated with the policy research<br />EFI needs to study and evaluate different future institutional scenarios<br />
  12. 12. Strategic partnerships<br />EFI’s strength<br />Network of Regional Offices, Associate Members, Affiliate Members, and other stakeholders and experts working on Pan-European level<br />Strengthening of systematic and strategic cooperation and interaction with these network partners is needed<br />Increased active relationships with international bodies (FAO, IUCN, Forest Europe)<br />Widen the scope - from narrow field of forestry towards thematically more integrated organization<br />
  13. 13. Organizational framework and infrastructure<br />Clarify the roles of Board, Scientific Advisory Board, Council, and other governing bodies<br />Clarify the roles and relationship between governing bodies and the EFI management <br />Increase the transparency of the deliberations of the EFI Board and other governing bodies<br />Improve gender balance of EFI governing bodies and higher management <br />
  14. 14. Working conditions and staff issues<br />EFI staff is highly motivated and committed<br />Atmosphere, location, infrastructure and training services of EFI are very good<br />Challenges in recruiting staff in EFI HQ<br />Internal equity issues of EFI – staff funding through various arrangements creates potential inequalities in salaries, taxation etc.<br />EFI should study different options e.g. “internal taxation”, which is in use in other international organizations, such as FAO<br />
  15. 15. Next Steps<br />Expected feedback from EFI Annual Conference<br />Correction of factual errors and misunderstandings<br />Suggestions to the evaluation panel – personal discussions & e-mail<br />Next steps for the evaluation panel<br />Working on the evaluation report<br />Possibly some interviews to fill the gaps<br />Final report completed and delivered by the end of 2010 <br />
  16. 16. Thank you<br />
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