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Session Title: Stepping Into Unknown Territory: Evaluability Assessment of New Business
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Panel Session 646 to be held in Sunset on Friday, Nov 4, 10:45 AM to 11:30 AM
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Sponsored by the Business and Industry TIG
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| Chair(s): |
| Stoyan Tenev, World Bank Group, stenev@ifc.org
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| Abstract:
Increasingly, in the global environment, development institutions are pressed to adapt their products and interventions to meet the complex demands of clients. As a result evaluators are hard pressed to either adapt existing evaluative methodologies or develop new frameworks. Evaluators must also agree with project managers on what indicators will be tracked and the corresponding information that must be systematically collected and available for evaluation. The panel will discuss the World Bank Groups' Independent Evaluation Group and its experience with conducting an evaluability assessment of new products used by the International Finance Corporation.
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The "When," "Why," and "How" of an Evaluability Assessment
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| Stephen Pirozzi, World Bank Group, spirozzi@ifc.org
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IEG's evaluability assessment took the existing, good practice evaluation framework and tried to apply it to a project within a new business line. The evaluability assessment built a plausible logic model for the sample project, and applied the existing evaluation framework when appropriate information was available. This exercise paved a way for developing a new evaluation methodology for the new type of business by identifying the theory of change and data needed to track the performance. At the same time, the evaluability assessment also highlighted important limitations of the current methodology. Mr. Pirozzi will share both positive and negative experiences in conducting an evaluability assessment for new business products and using a case study, will suggest how to successfully plan for and engage in an evaluability assessment.
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Post Evaluability Assessment: Supporting a New Evaluation Framework
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| Hiroyuki Hatashima, World Bank Group, hhatashima@ifc.org
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IEG's evaluability assessment was conducted in the context of various pressures to develop a new monitoring and evaluation (M&E) framework for the growing line of business. In this case, the assessment was conducted in parallel with various other institutional changes, including management's own efforts to produce an M&E system and to align it with existing corporate reporting. In this context, many challenges must be addressed including: different monitoring and evaluation institutions; timing issues; data gathering; and even operating styles and personalities. Mr. Hatashima will share his experience with navigating the relationship with IFC management and ensuring the collection of appropriate and accurate data to be used for subsequent evaluation.
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