Programme Evaluation Report (PER)

PER provides a qualitative and analytical in-depth evaluation of implementation of selected programmes and activities. The form of the PER is evolving in consultation with the Programme Committee. It is expected that the coverage will tend to be driven more by the new process inherent in the Strategic Framework and MTP. While detailed evaluation reports will continue to be submitted to the Programme Committee, a more concise Programme Evaluation Report can be envisaged as a synthesis of all reports submitted to the Committee.

Cycle	2 years

Structure of reports	Introduction Methodological note Summary Programme activities evaluated

Format	The standard approach used for programme review is as follows, mutatis mutandiswhich is adapted; Overview of programme features, which presents the main rationale for the FAO programme in terms of problems addressed and FAO’s role. Coherence of programme design, which contains the Evaluation Service’s critique of the overall clarity and coherence of the existing programme design including clear objectives, targets, indicators and milestones. Resources and management aspects, capturing key factors influencing programme implementation and results. Implementation results, which focuses on key activities, and especially outputs achieved, including their extent and quality. Effects and impact, which assesses the programme’s effectiveness by capturing results in terms of effects (use and application of programme outputs and services by users) and impact (significant development changes induced). Summary assessment in a tabular form, covering five key criteria, namely (1) programme relevance; (2) coherence of programme design; (3) implementation efficiency; (4) effect and impact achievement; and (5) overall cost-effectiveness. Main issues and recommendations for attention of the programme managers and management, together with suggestions for addressing them.

Extra-budgetary	Integrated

Baseline data for evaluation	Primarily based on the programme design and supporting planning documents (original and subsequent revisions) over the 6-8 years covered.

Various types of evaluation	The revised evaluation regime in the context of corporate strategic planning and new programming approach envisages (PC 82/4): Field project evaluation: Independent field project evaluations to determine their performance against pre-established objectives and to recommend action for in-course improvements. The emphasis at the corporate level would be on: (i) more in-depth synthesis of field experience in priority areas; (ii) dissemination of evaluation findings; and (iii) a greater use of ex-post and impact evaluations, especially through joint exercises with interested donors and other partners. Auto-evaluation: This would be a systematic process of evaluation by managers of all operations focused on the achievement of their programmes and undertaken in accordance with guidelines and within an appropriate schedule to ensure that the exercise is cost-effective. Programme evaluations: These would assess in depth the relevance, effectiveness and efficiency of individual or, more likely, a cluster of related programme entities (technical projects, etc.). Evaluation in terms of strategic objectives (in line with the Strategic Framework) would be achieved through the clustering of contributing programme entities in line with the MTP. Thematic evaluation: While these are similar in many respects to programme evaluations, they would focus on a group of programme entities, field and other activities under selected thematic topics that cut across programmes and individual strategic objectives (e.g. participatory approaches, gender mainstreaming, etc.). Periodic synthesis of evaluations: These are not evaluations per se but build on the results of individual evaluations, involving analysis and assessment at more aggregate level (e.g. computerized data base now includes findings from over 1,000 field project evaluations). Synthesis distils lessons and issues of corporate interest, in terms of strategic objectives, technical subjects, and corporate management strategies.

Feedback to the planning cycle	Integration of the results of evaluation into the programming process at all levels of management: (i) from Auto Evaluation to biennial Programmes of Work and Budget and annual workplanning; (ii) from programme and thematic evaluations to programming in the biennial and MTP processes; (iii) from evaluation synthesis to strategic programming in the MTP process; and (iv) from individual project evaluations to follow-up action at mid-term or terminal point.

Submission procedures	Evaluation reports on individual programmes and thematic topics are prepared by the Evaluation Service. They are submitted for review and discussion with the Divisions/Departments concerned and by the Office of Director-General. Several individual programme evaluations are also reviewed by external peer panels. Individual reports, together with these comments, are submitted to the Programme Committee. Those reviewed by the Committee will be incorporated into a biennial Programme Evaluation Report which, together with comments of the Programme Committee, will be submitted to the Council and Conference through the Programme Committee. Individual field project evaluations are submitted for review by the recipient government and the donor agency. Syntheses of such evaluations are periodically submitted to the Programme Committee.

Review bodies (legislative bodies) and their functions	The Programme Committee is the primary body recipient of evaluation reporting. It reviews the quality of evaluation, including the methodology and process involved as well as the performance and achievement of the programmes concerned. It provides its own comments on individual evaluations. The Programme Evaluation Report, comprising a synthesis of individual evaluations reviewed by the Committee and its comments, is reviewed by the Council. Its comments are submitted to the Conference, together with the report.

Responsible offices in the Secretariat and their functions	Office of Programme, Budget and Evaluation (Evaluation Service). The Evaluation Service functions as the focal point for all aspects of evaluation work in FAO. It ensures satisfactory functioning of the internal evaluation system, including feedback from evaluation to programme planning and management.

Management information system	For field programmes and projects, the results of each independent evaluation are maintained in the Field Evaluation Database. The information is based on completed questionnaires by each evaluation mission, covering their assessment on project design, implementation efficiency, effectiveness in achieving the results and impact, and their sustainability. The database contains over 1,000 field project evaluations.

Other methodological issues	See FAO document "Evaluation in the Context of the Strategic Framework and the New Programme Model" (PC 82/4, August 1999) http://www.fao.org/docrep/meeting/X2709E.htm for details.