Evaluation Typologies with respect to the management quality in programme cycle management

How do we Evaluate Programmes?

 

Actions produce results: in order to produce better results we need to improve the management of actions. Therefore managing programmes implies to understand the correlation between the way actions are managed and the way the life quality of the beneficiaries changes as result of the actions performed. This means on the one hand learning how to improve the capacity to respond appropriately to the needs of the beneficiaries; an on the other hand, learning how to improve the capacity to generate a sense of team partnership within the organization and externally with the programme/project partners. 

 

It is very important to link evaluation of managerial processes with the evaluation of the programme/project outcomes. For a manager to learn means to understand the relationship between processes and outcomes since s/he can achieve outcomes only by improving the management of processes.  Although there are different indicators and different information sources for monitoring and evaluating processes  (efficiency, accountability and transparency  , etc.) and outcomes  (effectiveness, sustainability, impact), real understanding can be done only integrating the two dimension in a unitary vision of necessary relationship amongst resources, activities, results, objectives and impacts.  The central element is always the empowerment of the human resources to do actions in a better way so as to achieve better results and obtain better outcomes. 

 

The reference point for the evaluation of the management quality in programme cycle management is the Programme quality plan.

 

Link between Evaluation Criteria and the Logframe

 (See also: the 3 level hierarchy of project/programme objectives).

DAC Criteria for Evaluating Development Assistance

------------

 

 

Il diagramma seguente illustra le connessioni tra le tipologie di valutazione e la gerarchia degli obiettivi secondo il quadro logico.

see also: