Resource library
Publication / Report
Use of Evaluation Evidence in Five African Countries
Use of Evaluation Evidence in Five African Countries
Read inline
Prior to this study there was little systematic empirical information on
M&E culture within the public sector in Africa. Despite evidence
suggesting that M&E within the public sector is gaining political
recognition, its ability to influence the efficacy of policies, projects,
programmes and interventions remains unclear.
The survey assessed if the Ministries, Departments and Agencies in
the four countries, have the required capacity to conduct and manage
evaluations; whether Public Sector evaluations are normally
conducted by outsiders; whether there are adequate mechanisms for
implementing evaluation recommendations (e.g. management
improvement plan); and whether managers have the skills set to
understand and use evaluation recommendations.
USE OF EVALUATION EVIDENCE
IN FIVE AFRICAN COUNTRIES
Overall, the value of M&E to help improve organisational performance is
recognised. Around half of managers are open to change, and using
problems as opportunities for learning. However, the other half of
managers are indicating stringent hierarchies, closed compliance
cultures and lack of appreciation of learning from experience by the
management, which is a serious impediment to improvement.
To improve implementation and performances, there needs to be an
increased use of evaluation results throughout planning, design and
implementation stages of projects and programs as part of good
practices and improved performances. Both senior management and
middle level management teams should use evaluation results. This can
also used for learning purposes and for providing accountability for
actions at the government level.
Management should have the skills to understand and use evaluation
recommendations so as to build consistent demand for evaluation
results by senior management, Cabinet, Parliament, Ministers and
Development Partners.
Only rarely is evaluation evidence used through the
programme cycle accept for in Ghana 82%; in the
majority of cases, the evidence is used when
evaluations are completed. Nevertheless over 60% of
respondents did feel they learnt something during the
evaluation process – differentiating process findings
(eg understanding the intervention better), from was
the recommendation implemented.
Benin
SA
Uganda
Kenya
Ghana
25
20
15
10
5
0
Always
60%
Rarely
40%
The whole point of generating evidence is so that it is
used to support policy-making and implementation.
On average 63% of respondents felt that M&E
evidence was always/often used. A particularly
important use is to inform planning and the budget
which is described below.
FACTSHEET
THE USE EVALUATION EVIDENCE
WHEN IS EVALUATION EVIDENCE USED?
M&E systems augment managerial processes and support evidence-
based decision-making. The real products of M&E however, are not
the reports or facts generated from M&E activities, but the use and
learning which facilitates a higher quality decision-making.
Sources:
www.twendembele.org
IMPLICATIONS M&E EVIDENCE USE
APRIL 2021
M&E culture within the public sector in Africa. Despite evidence
suggesting that M&E within the public sector is gaining political
recognition, its ability to influence the efficacy of policies, projects,
programmes and interventions remains unclear.
The survey assessed if the Ministries, Departments and Agencies in
the four countries, have the required capacity to conduct and manage
evaluations; whether Public Sector evaluations are normally
conducted by outsiders; whether there are adequate mechanisms for
implementing evaluation recommendations (e.g. management
improvement plan); and whether managers have the skills set to
understand and use evaluation recommendations.
USE OF EVALUATION EVIDENCE
IN FIVE AFRICAN COUNTRIES
Overall, the value of M&E to help improve organisational performance is
recognised. Around half of managers are open to change, and using
problems as opportunities for learning. However, the other half of
managers are indicating stringent hierarchies, closed compliance
cultures and lack of appreciation of learning from experience by the
management, which is a serious impediment to improvement.
To improve implementation and performances, there needs to be an
increased use of evaluation results throughout planning, design and
implementation stages of projects and programs as part of good
practices and improved performances. Both senior management and
middle level management teams should use evaluation results. This can
also used for learning purposes and for providing accountability for
actions at the government level.
Management should have the skills to understand and use evaluation
recommendations so as to build consistent demand for evaluation
results by senior management, Cabinet, Parliament, Ministers and
Development Partners.
Only rarely is evaluation evidence used through the
programme cycle accept for in Ghana 82%; in the
majority of cases, the evidence is used when
evaluations are completed. Nevertheless over 60% of
respondents did feel they learnt something during the
evaluation process – differentiating process findings
(eg understanding the intervention better), from was
the recommendation implemented.
Benin
SA
Uganda
Kenya
Ghana
25
20
15
10
5
0
Always
60%
Rarely
40%
The whole point of generating evidence is so that it is
used to support policy-making and implementation.
On average 63% of respondents felt that M&E
evidence was always/often used. A particularly
important use is to inform planning and the budget
which is described below.
FACTSHEET
THE USE EVALUATION EVIDENCE
WHEN IS EVALUATION EVIDENCE USED?
M&E systems augment managerial processes and support evidence-
based decision-making. The real products of M&E however, are not
the reports or facts generated from M&E activities, but the use and
learning which facilitates a higher quality decision-making.
Sources:
www.twendembele.org
IMPLICATIONS M&E EVIDENCE USE
APRIL 2021
Use the toolbar to navigate pages, zoom, search, rotate, print or open in fullscreen.