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Good Practice Government Systems for M&E . The Cases of Chile and Colombia Presentation to a LAC Region Summer Seminar 9 August 2006 Keith Mackay Independent Evaluation Group ([email protected]). What Does “Success” Look Like? -- Why Countries Want an M&E System .

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slide1
Good Practice Government

Systems for M&E

The Cases of Chile and Colombia

Presentation to a LAC Region Summer Seminar

9 August 2006

Keith Mackay

Independent Evaluation Group

([email protected])

what does success look like why countries want an m e system
What Does “Success” Look Like?-- Why Countries Want an M&E System
  • To support budget decision-making = performance-based budgeting
  • To support national and sectoral planning
  • To design policies and programs
  • To assist sector ministries / agencies in their management
  • To strengthen accountability relationships
chile s m e system architecture
Chile’s M&E System -- Architecture
  • Designed, managed and used by Hacienda
  • Developed incrementally, over past decade
  • Performance indicators (∑1,600) for all government programs (1994)
  • Government program evaluations (∑ 160) -- these are desk reviews (1996)
  • Rigorous impact evaluations (∑14) (2001)
  • Comprehensive Spending Reviews -- desk reviews of all programs in a functional area (2002)
chile s m e system strengths 1
Chile’s M&E System -- Strengths (1)
  • ‘Graduated’ approach to M&E
  • Evaluations conducted externally, in fully transparent process, and are highly credible
  • All M&E findings reported publicly and sent to Congress
  • M&E system closely linked to the information needs of Hacienda, especially for budget process
  • Performance information used to set performance targets for ministries -- these are largely met
chile s m e system strengths 2
Chile’s M&E System -- Strengths (2)
  • High utilization of M&E findings by Hacienda in the budget process and to impose management improvements on ministries / agencies (see Table)
chile s m e system challenges
Chile’s M&E System -- Challenges
  • Unevenness in quality of evaluations -- due to cost and time constraints
  • Chile probably not spending enough on evaluations
  • Low utilization -- low ‘ownership’ -- of Hacienda’s evaluations by sector ministries
colombia s m e system sinergia architecture
Colombia’s M&E System (SINERGIA) -- Architecture
  • SINERGIA is managed by the Department of National Planning (DNP), with strong support from the Presidencia
  • On-line sub-system -- SIGOB -- for monitoring and reporting government progress vis-à-vis Presidential Goals
  • Ambitious agenda of impact evaluations (∑15 underway)
  • DNP provides technical assistance to a few ministries/agencies to develop M&E, and to municipalities to pilot SIGOB and performance-based budgeting
colombia s m e system strengths
Colombia’s M&E System -- Strengths
  • Very high utilization of SIGOB by President for oversight of ministers and ministries -- via performance targets -- and for accountability, i.e. ‘social control’
  • Rigorous impact evaluations conducted externally, and have high credibility
  • Collaborative approach between DNP and sector ministries/ agencies, and with municipalities
  • Performance budget reports; efforts to further strengthen performance budgeting
  • Efforts to engage with civil society
colombia s m e system challenges
Colombia’s M&E System -- Challenges
  • Too high reliance on donor funding for SINERGIA --low level of government funding support
  • Insufficient reliance on M&E information to support national planning and budget decision-making -- this may now be changing
  • Weak coordination of M&E roles / functions within DNP and with central and sector ministries
  • SIGOB data quality perceived as low
how to define a government m e system as being good practice
How to Define a Government M&E System as Being “Good Practice”
  • Can be dangerous concept -- each country’s starting point and desired end-point are unique
  • What a “successful” M&E system is NOT:
  • complex set of laws, decrees, regulations
  • # performance indicators collected
  • # rigorous impact evaluations conducted
  • # rapid evaluations conducted
  • = these simply reflect the architecture of the system or are measures of M&E effort
how to define a government m e system as being good practice1
How to Define a Government M&E System as Being “Good Practice”
  • Chile and Colombia have good-practice M&E systems because
  • the quality of their M&E work is generally reliable, and
  • in particular, the monitoring information and evaluation findings which they produce are used intensively
  • High utilization reflects strong demand for M&E, and can be viewed as a predictor of an M&E system’s sustainability
lessons 1
Lessons (1)
  • Lessons from Chile and Colombia are consistent with other countries’ experience
  • Key role of powerful champion of M&E
  • Opportunistic development of M&E systems, via continuous review and modification; non-linear development of the systems
  • Centrally-driven, by capable ministry
  • Incentives are key -- cultural change to strengthen demand, achieve high utilization
  • Avoid competing systems – Planning, Finance
lessons 2
Lessons (2)
  • Build reliable ministry data systems
  • Role of structural arrangements to ensure M&E objectivity and quality
  • Long-haul effort, requiring patience
  • Limitations of relying on laws, decrees, regulations
  • An M&E system can be built and operated are relatively low cost
  • Chile’s M&E system costs $0.75m p.a.
  • Colombia’s system costs about $2m p.a.
useful resources 1
Useful Resources (1)
  • Chile:www.dipres.cl/fr_control.html
  • Colombia:www.dnp.gov.co/paginas_detalle.aspx?idp=266
  • Ernesto May et al. (eds.), Towards the Institutionalization of Monitoring and Evaluation Systems in Latin America and the Caribbean, World Bank/IADB, 2006.http://web.worldbank.org/WBSITE/EXTERNAL/COUNTRIES/LACEXT/0,,contentMDK:20893139~pagePK:146736~piPK:146830~theSitePK:258554,00.html(Disponible en Español)
  • Keith Mackay, Institutionalization of Monitoring and Evaluation Systems to Improve Public Sector Management, Independent Evaluation Group, World Bank, 2006.www.worldbank.org/ieg/ecd/institutionalizing_me.html(Disponible en Español)
useful resources 2
Useful Resources (2)
  • Ariel Zaltsman, Experience with Institutionalizing M&E Systems in Five Latin American Countries: Argentina, Chile, Colombia, Costa Rica and Uruguay, Independent Evaluation Group, World Bank, 2006.www.worldbank.org/ieg/ecd/experience_five_la.html
  • Fernando Rojas et al, Chile: Análisis del Programa de Evaluación del Gasto Publico, World Bank, 2005.http://iris37.worldbank.org/domdoc/PRD/Other/PRDDContainer.nsf/WB_ViewAttachments?ReadForm&ID=85256D2400766CC785257155005CB26B&
  • World Bank website on Building Government M&E Systems: www.worldbank.org/ieg/ecd/
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