Abstract
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
