Do we learn how to learn? Evolution of functions of evaluation systems – the case of Polish regional administration (original) (raw)
Related papers
International Review of Administrative Sciences, 2021
Evaluation practice is vital for the accountability and learning of administrations implementing complex policies. This article explores the relationships between the structures of the evaluation systems and their functions. The findings are based on a comparative analysis of six national systems executing evaluation of the European Union Cohesion Policy. The study identifies three types of evaluation system structure: centralized with a single evaluation unit, decentralized with a coordinating body and decentralized without a coordinating body. These systems differ in terms of the thematic focus of evaluations and the targeted users. Decentralized systems focus on internal users of knowledge and produce mostly operational studies; their primary function is inward-oriented learning about smooth programme implementation. Centralized systems fulfil a more strategic function, recognizing the external audience and external accountability for effects.Points for practitionersPractitioners...
Evaluation Culture and Capacity in Romanian Public Institutions
Program evaluation, strongly related with European programs but having to be extended to all administration, is seen as being more and more important in the Public Administration Reform process. This paper is trying to take a look on the development of program evaluation in the Romanian public institutions. Two dimensions are analysed: evaluation culture and evaluation capacity, the first one being at the core of the second. Based on our own observations and on some other assessments the existing evaluation capacity can not be improved without real commitment towards learning from evaluation.
OECD Journal on Budgeting, 2003
Tous droits du producteur et du propriétaire de ce produit sont réservés. L'OCDE autorise la reproduction d'un seul exemplaire de ce programme pour usage personnel et non commercial uniquement. Sauf autorisation, la duplication, la location, le prêt, l'utilisation de ce produit pour exécution publique sont interdits. Ce programme, les données y afférantes et d'autres éléments doivent donc être traités comme toute autre documentation sur laquelle s'exerce la protection par le droit d'auteur. Les demandes sont à adresser au :
Evaluation Practice of Regional Operational Programmes in Poland
Purpose: The study concentrated on the process of evaluation of public programs currently implemented with the support of European Union funds in Poland. The aim was to show how the evaluation practice was adopted in the regional administration within programming and implementation of Regional Operational Programs 2007–2013 (ROP). The author analysed what types of decisions are primarily supported by evaluation and what functions evaluation serves. Methodology: The quantitative analysis was based on data drawn from documentation of the full population of ROP evaluations completed in 2007 to 2012, which was acquired from 16 ROP evaluation units. Findings: The practice of evaluation was well adopted in regional administration and has grown rapidly in recent years. 236 studies, costing more than 16 million PLN, were completed by the end of 2012. However, most studies were of limited value as they concentrated on the implementation process, not on the effects and justification of intervention. Implications: This study focused on quantitative aspects of the knowledge production process (evaluation reports). It omitted the question of actual evaluation use, which together with evaluation process quality and development of evaluation culture should be a subject of further investigation. Originality: This study was the first review of ROP evaluations in Poland. It went far beyond the scope of data collected previously by the Ministry of Regional Development and proposed novel categorizations of evaluation subjects that may be useful for other than ROP evaluations. Keywords: regional operational programmes, cohesion policy, evaluation.
This article is about evaluation use in the area of EU operational programs implemented by Polish regional administration, which is an uncharted territory in this context. The analysis is based on the assumption that evaluation is a long-term process producing a stream of knowledge, supporting management decisions throughout the program lifetime. 3 cases of regional programs, their managing authorities and 44 evaluation studies completed by them between 2007-2012 were analyzed. The degree of evaluation use was found unsatisfactory and limited to minor modifications of implementation process. Main barrier to the evaluation use was poor quality of evaluation studies, obvious and insignificant conclusions, reports missing answers to key questions. That resulted from other problems: ncompetence of evaluators and inappropriate research methodologies.
Do All Paths Lead to Rome? Comparative Analysis in the Institutionalization of Evaluation
DT-159-MyE Do All Paths Lead to Rome Comparative Analysis in the..., 2017
In recent years, evaluation has gained importance within public administrations of different countries. Even still, in many cases, it is implemented in a fragmented manner, in response to specific and isolated requests. On the other hand, to speak of a “system” with regards to monitoring and evaluation (M&E) implies that the practice derives from stable institutional arrangements that distribute the functions between those involved in the process, as well as other definitions with an orientation towards quality assessment information in a regular and sustained manner. This document analyzes different institutional arrangements of a set of countries with federal governments with respect to M&E. Those analyzed include Canada, Spain, Mexico, Brazil and Argentina. The case studies of the following sub-national governments are included as well: Catalonia, Jalisco, Pernambuco and the Autonomous City of Buenos Aires. Said studies demonstrate that if a single pattern of institutionalization of M&E functions does not exist, it is important to consider transversal aspects that affect its development. The formation of a system does not end with the creation of an agency or body responsible for M&E. For this organism to have the necessary capacities to carry out its functions, it requires an institutional insertion that guarantees a certain degree of political independence, while also enabling it to promote evaluations as a management tool. Likewise, it is necessary to establish rules defining responsibilities, rules that establish the obligation to evaluate and define quality standards in addition to defining a financing mechanism that guarantees the autonomy, perdurability of the system, and the commitments of evaluated programs or organisms. With respect to the evaluative practice, it is important to consider, not only the definition of an evaluative plan, but also quality control of information produced, and the promotion of evaluation, the use of which improves accountability, transparency of government actions, and decision making. This last facet requires the instauration of mechanisms promoting the use of information in management but also the generation of M&E information that could easily translate into decisions, improving programs and policies. The analyzed case studies demonstrate that M&E systems have started to expand to a level of sub-national states. These governments should act as an active partner in the design and implementation of the national M&E systems and promoters of their own systems. Because of this, the development of capacities and the institutionalization of areas in the government with these specific attributions from said matters are key.