Evaluation of Results-Based Management

IEA conducted a System-wide Evaluation of Results Based Management to learn lessons from the experience of introducing and implementing different aspects of RBM in CGIAR.  The objectives of the Evaluation were to provide evidence and lessons and recommendations as an input to implementing an RBM framework for CGIAR Research Programs (CRPs), and for increasing the relevance, efficiency, and effectiveness of further RBM iterations. On the basis of international experiences, the evaluation team formulated ten good practice principles for RBM applicable to CGIAR’s context and proposed a Theory of Change for RBM in CGIAR (presented below).

Main Findings
The Evaluation found that CGIAR lacked a shared conceptual understanding of RBM.  At System-level, CGIAR saw RBM mainly in relation to the SRF and results-based reporting to donors; while Centers and CRPs sought to develop performance management systems for their own purposes, and for complex research programs.   As a result, there has been confusion about the purpose of RBM for CGIAR. In addition, insufficient consideration was given to the fact that CGIAR is a research for development organization with a mandate to deliver research results. The Evaluation found, however, that many Centers have embraced their own RBM approaches over the years.

Following the CGIAR reform, Centers and CRPs have shown significant progress in developing their RBM-related processes, tools, and methods, and a nascent culture shift has taken place towards performance management. Some are notably providing leadership from below to be applied at System level.

Proposed Theory of Change for Results-Based Management in CGIAR

The Team

Robert Vandenberg

Bob is an International Management Consultant with nearly 30 year of experience as performance management consultant, and he has field-based experience in Africa and Asia. He is also experienced in evaluating of programs and policies, with credentialed evaluator certification from Canadian Evaluation Society, and an accredited adult educator. He has advised clients in several development agencies and in over 20 countries on a full range of programming and management issues at institutional and program level on matters such as: program planning, design, theories of change, monitoring and evaluation, and performance measurement, reporting and accountability.  He has also involved in capacity development on these topics and in setting up results-based management in institutions and country programs.

Seerp Wigboldus

Seerp works as senior advisor and researcher for the Wageningen Centre for Development Innovation at Wageningen University & Research, The Netherlands. He has been engaged in research on interdisciplinary collaboration in rural development initiatives and his areas of research interest include: integrative approaches to agriculture, ecosystems & environment; multi-stakeholder partnerships in agrifood innovation; agrifood innovation systems; and responsible scaling of agricultural innovations.  He is experienced in planning, monitoring and evaluation for sustainable development, and has worked in a wide range of settings such as organizations, networks and alliances, and projects/programs. In the past 15 years, he has worked as consultant and senior advisor in many missions related to strategic planning, monitoring, evaluation and performance management systems, mainly in developing countries, and his clients have included research institutions, also CGIAR, and international donor agencies.