Study on the uptake of learning from EuropeAid's strategic evaluations into development policy and practice : Final report

.... Strategic evaluations are interested in the overall relevance and coherence of EU interventions. They have a dual objective to provide accountability and promote learning. Most importantly, they seek to generate knowledge to help decision-makers to improve development policy, programming and practice. But to what extent is this knowledge effectively used in EU development cooperation? Are the necessary conditions, systems, processes and incentives in place to ensure the ‘uptake’of strategic evaluations? Or do these labour-intensive and relatively costly reports remain under-utilised? In order to address these questions, EuropeAid commissioned an‘uptake study’ with two very clear objectives: (i) to collect evidence of the translation of knowledge from strategic evaluations into EU development policy and practice, and on that basis (ii) to make recommendations for strengthening uptake in EuropeAid and the wider EU external action system.

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Alternative title:	Study on the uptake of learning from EuropeAid's strategic evaluations into development policy and practice : Annexes
Year of publication:	2014-06
Other Persons:	Bossuy, Jean (contributor) ; Shaxson, Louise (contributor) ; Tu Thanh, Giada (contributor)
Institutions:	ibf International Consulting ; Europäische Kommission / Generaldirektion Entwicklung und Zusammenarbeit - EuropeAid (contributor)
Subject:	Bewertung \| evaluation \| Einfluss \| influence \| Entwicklungshilfepolitik \| development aid policy \| EU \| Zukunft \| future

Abbreviations and Acronyms
Glossary
Executive Summary
1. Introduction
1.1. Why ‘uptake’ matters
1.2. Objectives, expected outcomes and methodology
1.3. Structure of the report
2. improving uptake : learning from others
2.1. Learning from the literature
2.2. Learning from other donor agencies
3. The EU Uptake System In Practice: Reviewing The Evidence
3.1. Evolution of the evaluation function over time
Current position of the evaluation function and the Unit
3.2. Users of strategic evaluations: key actors, roles, interests and relationships
3.3. Formal and informal opportunities for uptake
3.3.1. Uptake in policy development processes
3.3.2. The programming cycle
3.3.3. How conducive is the evaluation process to ensuring uptake?
3.3.4. Link with the monitoring and results framework
3.3.5. Link between evaluations and the wider knowledge system
3.4. Institutional culture and leadership
3.5. External pressures and uptake of strategic evaluations
3.6. Global overview of evidence of uptake within EuropeAid, and some success stories
3.7. Conclusions on the EU uptake system
4. Some reflections to inform future choices regarding uptake
4.1. Accountability and learning: a vicious or virtuous circle?
4.2. How to enhance the ownership of evaluations?
4.3. Who should do what in promoting uptake?
4.4. Political economy of knowledge and the role of leadership
4.5. Doing more with less: what are the implications for uptake?
5. Options for improved uptake: four areas of recommendation
Recommendation area 1: Promote and incentivise a learning and evaluation culture
Recommendation area 2: Review the evaluation process so as to enhance ownership and uptake
Recommendation area 3: Better exploit formal and informal processes for uptake
Recommendation area 4: Pay greater attention to outcomes and ownership
List of interviews
Bibliography

Persistent link: https://ebvufind01.dmz1.zbw.eu/10011625010